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Newsletter - July 2016

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PM Essence
Editor’s Note
SoumenDe Dear Friends,

Greetings from PMI Bangalore India Chapter!
It gives us a great sense of fulfilment to launch this special edition of PM Essence, where the entire Essence team got their act together to roll it out during the final day of the Conference. On behalf of the entire Essence team, I extend our heartfelt gratitude for encouraging us to publish PM Essence each month for last 42 months.

The theme for this year's Project Management Practitioners’ Conference (PMPC 2016) held at Nimhans Convention Centre Bangalore from 14th – 16th July 2016 is “Architecting Project Management for Enterprise Agility”. The theme, selected by intense deliberation by the organizing committee team could not have been more apt in today's time.

The business context in which any organization is working today has undergone a dramatic change with VUCA factors (volatility, uncertainty, complexity and ambiguity) becoming the order of the day. In this context, running an organization with a strategy which is supposed to be valid for a very long term may look irrelevant or out of place. Organization needs to continuously sense changes in the environment and respond accordingly. Organization needs to balance the customer as well as business needs of both present and future, winning in the future through innovation and technology break through and remain competitive in present (using Operational Excellence). Customer focused to the hilt is the challenge for today's organization, especially for any big organization who have a large workforce across the globe, correctly linking strategy to execution within the right environment is key to true enterprise agility. Companies must be able to respond to rapid changes both strategically and operationally. In today's fast-paced world, the business strategy cannot be static. Rather, it must be flexible enough to respond and change in the face of new pressures. Developing agile business processes with product portfolios, operations, information technology, and organizational structure has to be strongly intersected with softer corporate qualities like Leadership, Change Management, Customer Centricity manifested as flexible or agile, highly motivated, highly engaged and diverse workforce. I am sure the delegates who attended either in person or through our webcast must have got a good flavor on these areas during the Conference.


Happy Reading.

Thanks and Best Wishes,
Soumen De, PMP
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Technology Support : : Ramesh Chandra Pathak, PMP
Editorial Board
Murali Santhanam, PMP
Namita Gupta, PMP, PMI-ACP
Shikha Vaidh, PMP, PMI-ACP
Soumen De, PMP
Sujata Sahu, PMP
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PM Essence

Prioritization Requires Strategy

Rich M


Rich Mironov,
Product management guru,
smokejumper VP Product Mgmt

Project Management Directors, heads of Product Management, and those leading development on varied work portfolios often find themselves doing bottom-up planning without enough top-down strategy. Here's a generic instance from a company building IoT solutions (hardware+software+cloud aggregation):



• The development teams are doing week-to-week prioritization, but there's no clear quarterly roadmap

• There are lots of projects underway, but not one major theme. It's hard to get a handle on what's being worked on, or when things will finish.

• The CEO wonders out loud if development is being productive, and can't map technical activity to business outcomes

The company needs to scale up a lot to gain share, reach break-even, and meet Board commitments. Scaling up is a business goal, however, and of little help deciding where to focus technical effort.



The Director's first order of business is identifying major blockers to growth and the implied product improvements. S/he may have heard about various theories about product-related or customer-driven issues:

Deployability. The units are complex, shipped in pieces, and need some site survey work. If they could simplify the installation process and give the field team better planning tools, the field team would speed up deployments.

Pure cost. IoT prices in their solution space are falling, and deals are being won/lost on the financials. Reducing product costs by 25% or more will close some mega-deals.

Hardware/software reliability. Components fail too often, sometimes on arrival, and software bugs sporadically decrease output. They need to invest in manufacturing quality and automated software testing.

Cloud scaling. Their dashboards and control algorithms were designed for a few hundred deployed units. Thousands more are in active proposals, and will be hard to manage once installed.

• Etc.


The Director assumes there will be some executive-level disagreements and mis-attribution of what's broken. The Field Engineering Director's team struggles through deployments, and sees only those issues. Sales is most sensitive to margin, cost and deal pricing. Operations folks stare at the inadequate web portal all day. Each stakeholder group tends to focus on its own local concerns.


But without some force-ranking among these top-level issues, the development organization can't prioritize stories or work. There is no natural prioritization of development work without an underlying strategy.


So Director of Product Management has to drive discussion and agreement among business and technical heads. She must get them to accept a specific rank-order among the issues and a specific allocation of resources. She correctly frames this as “how should we ask Development to spend our precious story points?”


It's almost always wrong to assign 100% of a development organization's effort for an extended period against one narrow item. (For instance, focusing this quarter only on back-end software scaling, while ignoring all bugs and all other feature requests and all UI fixes.) A clever Director positions this instead as an allocation problem: what portion of effort should we spend on deployability? or Software reliability improvements?


She'll have to get the handful of executive stakeholders in a room together, and force a discussion about explicit trade-offs among their top issues.


“If we split our effort equally among 4 or 5 issues, we won't make much progress on any. So we have to agree on which is most important, and what portion of overall development effort this quarter to stack against it. Are we 70% deployability and 20% cost reduction, deferring all of the software scaling work? Or 60% cloud scaling and 30% hardware reliability? We can't assign more than 100%, so this forces us to make EXCLUSIVE OR choices rather than sign up for everything.”




Imagine a lot of whiteboarding with charts like these:


Also, she expects the CEO to grumble about technical throughput or efficiency. (“If the development team worked harder / smarter, we'd get all of this done.”Or “Agile is supposed to give us twice the velocity.”) She'll try to avoid getting sidetracked, since this is magical thinking: that somehow, we can have everything on our wish list by assuming more engineering capacity.


In the history of technology companies, there's never been a development team big enough to fulfill all of the dreams of executives. Regardless of velocity, we still have to make hard choices every quarter about what to do.


Eventually, the intrepid Director wrestles some agreement into place. It actually looks like this figure because there are some work categories that are internal to development, and which she doesn't invite executives to trade away. (For example, Sales always wants to postpone automated testing “just for this quarter” in favor of some deal-driven feature. Sometimes, we have to protect people from themselves.)




Finally, she is ready for some productive prioritization and backlog grooming with development. Humbly, she engages engineering peers and her product/project/program managers in a semi-structured way:



“We have about 1000 story points to spend this quarter across all projects. The top business priority is “Deployability”, defined as shortening time and reducing costs to install our next few hundred units. If we had 600 story points to spend on this, how would we do it? Where are the wins and leverage points? What could we deliver this quarter (or this week) for meaningful improvement?”


It's crucial to note that a different weighting of top-level goals will necessarily lead to different selections of user stories and technical work. There's no strategy-independent scoring system or a priori value tied to individual work items.


Maybe the “Deployability” work is much easier, and our Director gets to use some of her valuable story points to use elsewhere. Maybe it's super-difficult, with no improvement possible on such a small budget, and she has to revisit priorities. Most likely, this is a great way to focus and engage the development team: giving them freedom to creatively address a well-framed problem, and an easier discussion about projects that don't support any key themes.


By the way, this model also provides some good delegation opportunities. If there are 100 story points to spend during the quarter on quality improvements or testing infrastructure, our savvy Director could trust QA to allocate those points against whatever projects they think have the best Quality ROI. After all, there will be another 100 points to spend on quality next quarter.


Summarizing the smart Director's approach:


1. Identify business issues with direct impact on revenue/customers

2. Create a portfolio allocation: force-rank issues and relative effort, avoiding demand to “do everything right away”

3. Collaborate with Development, Product and Marketing on how best to spend against priorities

4. Adjust, adapt, repeat. Build trust among executives that development work is actually aligned with business priorities. Build trust among the techies that executives will interfere less.


I've applied these tools to individual products, portfolios, and marketing-side improvements. The essential step is forcing trade-offs among desired investments: we have to be specific enough to make hard choices, and patient enough to let reap the rewards.




Prioritization happens in a context. If we're having trouble deciding what's most important, we may be failing to make (hard) strategic choices among the many opportunities in front of us.


[Reference - Mironov Consulting, http://www.mironov.com/contact/]

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PM Essence

 Five Leadership Tips to Lead Remote-Working Teams with Ease

             SM3 copy

Suchitra Mishra,
CEO, OBOlinx Tech Pvt. Ltd                  

Employee turnover or attrition is one of the biggest factors that limit an organization's growth trajectories. With the pressure on margins and the competition for talent, it makes a lot of sense to explore and implement strategies that work as well as proved better than financial benefits to attract and retain top talent and increase their productivity. One such benefit is to offer work life flexibility to your people, call it remote work, virtual work, mobile work, telework or telecommuting, work from home – it essentially means moving work to your staff rather than moving your staff to work. In an article by Sylvia Ann Hewlett, she shared some interesting statistics – when surveyed about the possibility of working remotely, 83% of Millennials and 75% of Boomers say that the freedom to choose when and where they work motivates them to give 110%


Common sense and multiple surveys tell us that remote working is a win-win situation for both organizations and employees – why has this mode then not been adopted more widely? One key reason is , managers and employers are not really comfortable extending this mode of working. There is a certain reluctance arising from the fear that there will be an impact on productivity levels if people are not there working right in front of you. I have worked in a remote mode and have managed geographically dispersed remote teams for most of my career – and have found a greater than 25% increase in productivity and efficiency levels for both myself and my teams. Working remote is a benefit entrusted to an employee and comes with a certain amount of responsibility as well. But today's post is focused on the leadership responsibilities of the manager and/or employer on making working from anywhere, anytime effective.


Leadership Tip #1: Engage - Communication at all levels and through all available channels is key to success in connecting the “isolated” team members and bringing them together as a team. This is not about the technology and tools (of which a myriad variety is available today) but about the basic steps to create an emotional connection. Listen, converse, and reach out often to build a rapport with your team members and a shared environment of trust. Create frameworks and processes for communication, decision-making and problem solving for your team with guidelines on how, when and where people can interact with each other to set the expectations and the pattern. Mailing lists, weekly one-on-one calls or meetings, chat sessions, social media sharing all help bring people together.


Leadership Tip #2: Empower – Micromanagement of tasks and depending on physical proximity to keep track of your team is of course no longer a possibility here (and should not be so even in regular work environments). So let go the old style of leadership and move to outcome based leadership. It's all about trust. Give autonomy (with accountability) to your teams. Set goals with deadlines – make sure that your teams fully understand the goals and have the support that they need to achieve them – and track them on outcomes instead of tasks. Address problems early and be available to your teams. Promote “intrapreneurship” within your teams, sit back and enjoy watching them GO.

Leadership Tip #3: Enable – This one is about technology and tools. Create a secure and efficient environment for your remote team to work seamlessly without hassles. Microsoft, SAP, Cisco and many others have great tools to ease remote working. Simple things like good internet bandwidth, power backups and laptops, Conference Bridge and WebEx, cloud storage solutions and Project Management tools all have a big impact on productivity when working remote. Evaluate the options that best fit the team and the business needs and provide the facilities to your team to enable productive working across multiple time zones and locations.


Leadership Tip #4: Energize – Enthuse your remote teams by providing a shared vision and purpose and making it clear about how their work contributes to the success of the organization. This is extremely important in a virtual environment where team members may feel isolated from the organization and ambivalent about the hits and misses in the organization. Ensure that there is no disparity in compensation, promotion eligibility and benefits between the people who work from office and those that don't. Make your teams' successes and contributions visible throughout the organization. Encourage the team to mentor each other and make wins and losses a joint responsibility by celebrating wins and learning from mistakes together.


Leadership Tip #5: Exemplify – It all begins with you – walk the talk and set the right example through your own actions. Be proactive, alert, transparent and always available for your teams. Put in more effort to stay connected with your teams, appreciate often and be sensitive to the work-life balance of your team members. Working remote needs a lot of integrity and honesty and not everything can be laid out in black and white in policies and processes. Influence your teams through your own example and by being a role model so that there is no confusion within the teams on the “right” way to do things in a remote work environment.


These tips and ideas are not new – managers have been using them to ensure their team's success in regular work environments. However, these become even more important in a remote working environment. By improving communication, learning to manage by outcomes rather than tasks, and nurturing & sustaining trust between managers and employees, the entire organization benefits. I can also safely say that my management skills have significantly increased through working and managing in the remote mode. So much so that when I opened my own company, I went in for a 100% remote working model. And I can happily report to you that it's working out very well indeed.

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PM Essence

Stumbling Blocks in the journey of Transition to Agile


Haribabu Nandyal
Head – Quality Engineering

 What is Agility: As a self-governing team, the ability and flexibility to continuously change rapidly and efficiently to evolving market/customer needs.


Transition to Agile is not a destination; it is a continuous journey.


It has been well over 10 years, since I have adopted Agile methodologies for product/application development in multiple projects across India, UK and USA.


Beyond the key surveys, even in my personal capacity, I have witnessed that all the key stakeholders in the likes of Customers, Sponsors/Management, Executive Leadership and the Scrum Teams have realized considerable benefits from successfully transitioning to Agile model.


Agile benefits 2


On another note, in my interactions with various VPs, Program Directors, CIOs, CEOs even to this day, I have been frequently asked, “Does Agile model work”?


The moment I hear this question, I used to share my experiences in terms of why and how Agile can work and what are the factors that we should focus on, to make it work.


You can blame it on my age or any other factor; of late, I have literally been displaying greater patience and instead of sharing my thoughts immediately, I have been responding with a question, “What is your thought? Do you mean, it does not work? If yes, what makes you think so”?


Although it has been quite a small shift in my approach, listening and making others talk has provided me an opportunity to learn more from others' immense experience.


Though Agile as a methodology is quite simple to understand, from what I have been seeing and hearing, the reasons why organizations fail in their transition has been surprisingly common.


In this article, I am capturing the “Top 9” reasons why organizations have been failing in their transition journey.


The beauty of each one of these reasons is such that, no one would ever think that these could be the key reasons for their failure. They would usually end up blaming the culture of the organization or their team members, but seldom relate to these fundamental reasons.


1. Lack of executive leadership support and commitment:


Leadership team is not clear as to why they want the organization to adopt Agile. Neither do they provide a compelling vision nor create a sense of purpose for the team, resulting in greater chances for failure.


2. Not having dedicated experts to train & coach the teams:



Transitioning to Agile successfully is harder when the organization does not have strong expertise. Agile is easy in theory but hard in practice because of changes in multiple dimensions of people, process and project delivery model.


3. Absence of structured approach and roadmap for the transformation:


It is quite important that the coaching should start at the leadership level and cover all the key stake holders along with the team. If the transition is following a well thought out framework, it does result in continuous and visible success, which in turn results in high confidence to succeed.


4. Focussing on “Rules” rather than “Values”:


One of the fundamental reasons why organization fail is when people feel that Agile model is just about following a “set of rules” without understanding the underlying values.


They usually follow a visible process without considerable change in their mind-set, resulting in disengagement and failure.


5. Lack of patience from Executive Leadership:


Full adoption of Agile takes time. One cannot expect a team to change its fundamental philosophy overnight. A full transition can take years of incremental and conscious improvement.


The shift needs to be gradual and efficiently managed rather than be abrupt and sudden. Processes, habits, and methods are deeply rooted in the culture of the organization and needs sufficient time to evolve to a new paradigm.

Agile Mindset

6. No tangible results in the beginning of the cycle:


In the beginning as the team gets comfortable with the new processes and model, it is quite possible that the first few iterations are slower than earlier. Once the team gets comfortable and starts living the Agile way, the results will be visible.

One of the key areas to look for during the initial periods are trust within the team, team dynamics, proactiveness, accelerated learning and increased ownership from team members.


7. Adopting Scrum processes alone results in very high ROI:


When the management is unaware of Agile model as a whole, they often believe that by merely adopting scrum processes, they will be able to achieve complete value.


Any disappointment results in the belief that Agile model has a limited value and life.

This is a classic myth: Now that we are following the Agile model (in reality just the scrum process), why don't we have weekly release to the customers?


On top of the Scrum processes, investing in automation and implementing right technical practices (in the likes of TDD, BDD, code coverage, Continuous Integration/Delivery etc.) will accelerate the success from transitioning to model.


8. Ignorant of hard truths about Agile:


Scrum will highlight every deficiency and impediment that the team/team members have. They should be aware of it and shouldn't be unduly worried about it.


Even the management should focus on how they move from here on instead of penalizing for the past mistakes.

The phrase, “That can't be done here” really means that for a host of reasons, people in the organization strongly believe that they will fail. It is quite important that before starting the transition, the reasons for such belief needs to be carefully analysed and effective solution needs to be devised that could result in higher probability for success.


9. Ineffective or no Scrum Masters:


A scrum master should be a role model, who lives and breathes Agile principles. He/she should clarify on the roles and responsibilities of the Scrum Team members and should definitely be strong enough to facilitate and protect the team from any external/internal threats.


Farmers do not grow the crops; they just create the conditions for the crops to grow


On similar lines, a Scrum Master is an effective facilitator and creates the necessary environment for the Scrum Team to be successful.


Peter Drucker once said “culture eats strategy for breakfast”, which is absolutely true in the Agile paradigm. It is important that we focus on the culture before trying to implement any changes in the organization.


Agile-core values

On top of having the best framework and strategy, choosing right set of people and setting the right environment which fosters collaboration, transparency and team culture goes a long way in the success of Agile transitioning


Core values of Agile: Organization should live by core values shown in the picture above, for it to succeed.

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PM Essence

PMPC 2016


Pre Conference: Special PM Program 1


PM Enrich Masterclass 1 - Visualizing Big Data



Mr. Suhas S G, Data Scientist, Gramener, Mr. Vinay Acharya, Manager – Data Sciences, Gramener and Mr. Vivek Kumar, Manager – Data Consultant, Gramener started discussion with a thought from his professor “Software Project management is nothing but risk management”. Vivek added that visualizing Big data is all about making consumption of data more easy. They explained the four categories (Expose, Show, Explain and Explore) of data consumption with examples like cattle dying, google search and pharmaceutical analysis. Vinay enlightened all on data driven leadership hierarchy.



Pre Conference: Special PM Program 2


PM Enrich Masterclass 1 - Visualizing Big Data


Mr. Ameen Haque, Founder, Storywallahs, started the session by emphasizing the importance of stories and storytelling. He added stories make content memorable, best business comes from word of mouth and the word of mouth depends on memory. Story is all about power of words but words loose power if overused. His example on Sachin Tendulkar was very motivating to audience. He said “Life is the cricket pitch and we all are batsmen. He closed with a very nice thought that “Those who know how to imagine can innovate”.


Pre Conference: Special PM Program 3


PM Enrich Masterclass : Challenge Yourself as a Woman Project Manager


Dr. Vanita Bhoola, Professor & Head, Centre of Project Management, S.P. Jain Institute of Management & Research (SPJIMR) discussed with examples from the real world on how women can overcome gender segregation, in terms of organizational cultures, mindset patterns and social construction to emerge as successful Project Leaders. She enforced on women Project Managers weaknesses on Queen Bee Syndrome, Leaky Bucket Syndrome, Glass Ceiling Syndrome and Sticky Flooring Syndrome. Her experience sharing on the name of college mess from Spick and Span to Spice & Spoon was fantastic and applauded wholeheartedly by the audience.


PM Enrich Masterclass : Why So Serious?


Dr. Sabina Rao, Consultant Psychiatrist, Sakra World Hospital, relieved the stress of audience by showcasing realities of stress. She said everyone has stress, it's normal, we need to understand the thin line between normal and abnormal stress. By 2030 depression is predicted to become the top cause of disability. She added in a humorous manner, become a “Yogi”, one hour of yoga/running will keep us healthy”. She also added how working mothers can be role model for their kids. She completed her session with an explanation on Anti depressants.


PM Enrich Masterclass - Make that DIFFERENCE! (Panel Discussion)


Mr. Raghotham Kulkarni, Business Head - Search & Selection, Randstad India Pvt Ltd, Dr. Deepa Bhide, PMP, Associate Vice President, Research, Cotiviti and Ms. Suchitra Mishra, CEO, OBOlinx Tech Pvt. Ltd participated in an informative panel discussion moderated by Ms. Manjula Dharmalingam, Founder Harbinger Consulting Solutions. Discussion started in context to gender bias in hiring. Mr. Raghotham Kulkarni mentioned that most of the women in India are at Functional level. According to Dr. Deepa Bhide, women should worry about career as well as health, both should go in parallel. Ms. Suchitra Mishra added EQ is better than IQ, all women should show-up, speak up and stand-up.


Pre Conference: Zero Waste Awareness


Sustainable Waste


Ms. Malini Parmar, Founder, Stonesoup.in and Dr. Meenakshi Bharath, Gynaecologist and Fertility specialist, Clean Bangalore activist, enlightened the audience on Sustainable Waste Management. Discussion started by appreciating PMPC2016 Zero waste Management approach. They added, for effective waste management, all that is required is to simply segregate the waste properly. Their thought “Garbage is not garbage, rather, it is a resource” "The more innovative you are the better you are” struck the right chord with the audience. Consequences of using sanitary pads and how to manage was hilarious. They concluded the session by saying Bank Balance = Weight Balance and quoted an example, “Instead of giving chips, give banana whose peel can be composted and banana is good for health.”


Introduction to Project Management Practitioners’ Conference (PMPC), 2016


Ms. Shilpa Gnaneshwar, Conference PMO for PMPC 2016 and Secretary and Treasurer, PMI Bangalore India Chapter gave an introduction to Project Management Practitioners' Conference 2016. She started her address by sharing the excellence of 10 years of PMPC including two years of PMNC. She gave a brief introduction on the size of PMPC 2016 where 60 speakers sharing their Project Management experience, 106 organizing committee members, 700 delegates, from more than 200 organizations spanning across industries, PSUs, NGOs and Academia. She also added that Chapter has introduced the theme of “zero waste” in this conference


PMPC 2016 Inauguration


PMPC 2016 inauguration started with a devotional song and was followed by lamp lighting to mark the beginning of the Conference on an auspicious note.


Welcome Address


Mr. Vijay Paul, President, PMI Bangalore India Chapter in his welcome address explained the link between Environment & Enterprise agility – the theme of our conference. He touched upon diverse definition of enterprise in today’s world. His address formally welcomed everyone in audience area.


Address By Chief Guest - Leadership challenges in a VUCA Environment


Chief Guest, Mr. R Gopalakrishnan, Former Director, TATA Sons addressed the delegates on the Leadership challenges in a VUCA environment. His beginning to the session itself mesmerized the audience when he mentioned “Power Points are real distractions so I don't use them”. His natural way of presenting the VUCA and relating it with 89 millions species was absolutely fantastic. There was not even one moment when audience took a breath without focussing on session. He enlightened the audience with six agile mantras and in a very entertaining way asked President PMIBC that if he wants, conference can be closed with these mantas. He closed his address with a very interesting story on intuition and how it works by referring to military in second world war.


Acknowledgement of Sponsors


Nimish Mehta, VP Marketing & Communication, PMI Bangalore India Chapter facilitated the acknowledgement ceremony to sponsors.


Leadership Talk - Leadership Agility


Mr. Anand Pillai, Managing Director, Leadership Matters Inc. spoke on Leadership Agility - The Ingredient That Will Define Next Generation Leadership. His hilarious beginning mentioning the key term DPP “Death by Power Point” rolled the audience. He presented the interesting four factor approach by explaining 4 Components, 4 Qualities, 4 Tools & 4 Developing methods. His six dog stories compelled the audience to laugh nonstop. He pointed out that in today's world where everyone has so many opportunities across domains and fields, where people can change the jobs without changing the parking lot, where MBA (Money Before All) is the real mantra, it's very difficult to keep people engaged and stick to organization. His quotes like “Specifications and water is easy to be walked upon when frozen” were applauded hard. Mr. Pillai, closed his talk with a guru mantra of KKDS “Kar ke dekhao ….”


Recognition of Project Excellence


Soumen De, VP Outreach, PMI Bangalore India Chapter, hosted the recognition of project excellence for four prestigious organisations “BMRCL (Namma Metro), Saathi, Agastya Int’l Foundation and IRNSS (ISRO)


Address by PMI India


Mr. Raj Kalady, Managing Director, PMI India, shared his experience with PMI and insights of it. He added how the world is recognizing the importance of Project Management and Project Managers.


Enterprise Agility is Old News


Mr. Brian McMurray, Vice President - Engineering & Operations, General Motors Technical Center India, started his talk saying we are talking about something already knew i.e. Enterprise agility (EA). He said EA is not something which you buy as software or training. Whether you are keeping up or not keeping up with technology will determine your success. Examples on Hotels in India, Disney having 70% repeat business was very well taken. He made a profound statement when he said “People don't buy what you do but why you do what you do”. He closed his talk with a nice thought that speed, simplicity and trust combined with emotional connection is true enterprise agility


Agile mind and engagement of Managers in the changing Environment


Dr. Balaji M Sreeramulu, Vice President & Head - Human Resources, PA Software Systems started his address with a story of 54 years old asking for coaching to make her 24 years old girl and a man aged 64 years telling “I have committed suicide 3 times and 4th time surely will succeed; can you coach me?” Coaching them has made an inside transformation and now both are living happily and willing to live longer. His five well beings– health, wealth, social, community & spritiual along with quote “You are bigger than what you think” mesmerized the audience. His breathing exercises gave audience a stress reliever. His philosophy on alignment of image of self carried by self & other and how it makes you effective was well articulated.


Panel Discussion - Customer Driven Product


Mr. Narayana Peesapaty, Founder, Bakeys, Mr. Madhuchandan SC, Co-Founder, Organic Mandya, Mr. Sundharesan Jayamoorthi, Life Coach for Directors & Compliance Guru and Mr. Shivananda Salgame, Co Founder & Director, Guru-G Learning Labs started an informative panel discussion on Customer Driven Product, moderated by Mr. Naganand Doraswamy, President, The Indus Entrepreneurs. Moderator started the talk asking emienent panel about their own experince of startups in diverst domains. Mr. Madhuchandan shared his story on how he visited Bangalore and interacted with people from Mandya which inspired him to go back to Mandya from US and encourage farming. Mr. Sundharesan said, Have a product but never say “Assali Hai”. Viable product is that with which you are convinced. Mr. Narayana P shared his case studies on Yum from Delhi and Café Coffee Day to bring out no plastic revolution. There is a similarly between bungee jumping and startup, you will go down and down , then all of a suggen you get the required energy to jump back again with a massive momentum. Mr. Shivananda asked whether we are solving a real problem? If we are, we need to do it at a right scale. Agility and availability are very important.


Product & Service Development


Mr. Sanu Samuel, Vice President and Head of Delivery Excellence & Quality, Mphasis mentioned how robotic process automation (RPA) is revolutionizing the way we think about & administer business processes and IT support processes. His explanation on 70% reduction in effort translating to 60% reduction in cost was interesting. Demo on error occurred and auto ticketing tool was involving. He mentioned, 100 people handling data centre ticketing for one client has been reduced to 90% using this tool.


Cognitive Computing - A Disruptive Enabler : How Next - Gen computiing changes the way we live and work


Dr. Sandipan Sarkar, Cognitive Computing Leader, Distinguished Chief Architect, IBM India Pvt. Ltd., said Man and Machine need to come closure in overcoming their respective limitations, he explained how Cognitive computing capabilities resemble the human learning and thinking process. He started his session with a video on a fiction movie in 1960 followed by a video in 2011 showing quiz between machine and human which is making it reality. The video on cancer and how cognitive computing is pushing the envelope of cancer diagnosis made a very strong emotional connect with the audience.


Day 3 of PMPC 2016 began with a welcome address by Mr. Balakrishna Kasibatla, VP Membership, PMI Bangalore India Chapter.


The Challenge that was - The World Culture Festival (Project Discussion)


Mr. Jayaram B G, Region Mentor, PMI and Ms. Rajita Kulkarni, President, World Forum for Ethics in Business presented the case study on Challenges faced for a massive Project “World Culture Festival” and how it was successfully executed, given the constraints.


One of the key success factor was the vertical and horizontal slicing of core team working with a size of 30000 enthusiastic volunteers she explained.