Q. This Law describes how and to what extent the stress levels (or mental arousals) impacts performance of any person.
A. An The Yerkes–Dodson law dictates that performance increases with physiological or mental arousal, but only up to a point. When levels of arousal become too high, performance decreases. The process is often illustrated graphically as a bell-shaped curve which increases and then decreases with higher levels of arousal.
Research has found that different tasks require different levels of arousal for optimal performance. For example, difficult or intellectually demanding tasks may require a lower level of arousal (to facilitate concentration), whereas tasks demanding stamina or persistence may be performed better with higher levels of arousal (to increase motivation).
[Source - Internet]
We wish all members a Happy and Prosperous New Year 2017!
We welcome all new members and thank members who have renewed their membership.
Appended is the list of few FREE web-based seminars (webinars) for January 2017, 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.
“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.
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PM Open Space Community Event
SAP Labs India and Project Management Institute Bangalore Chapter (PMIBC) presented the PM Open Space on Wednesday, the 14th December, 2016 at SAP Labs India, Whitefield.
PM Open Space is a corporate initiative among likeminded corporates who wish to share knowledge among the professionals across Bangalore and Whitefield in particular. Leading corporates like HP, Huawei, ABB, SAP, E&Y and PMI BC (to name a few) are part of this team. This program is conducted once a quarter and this session in particular was the 4th consecutive one this year.
The event was inaugurated with a Keynote Address by Mr. Rajnish Prasad (VP and Head – Custom Development Execution – APJ and Greater China, SAP Labs India). “Everything is a project and for me, it was series of activities. Thanks to PMI for explaining all about Project to everyone”,
Mr. Rajnish said. He shared his experience that a project is a project if it has some tangible outcome. If it doesn't satisfy some KPI, it can't be called a project.
Padma Shri Dr. M. Annadurai, Director – ISRO Satellite Center, Bangalore was the power speaker for the session.
Dr. Annadurai who has played a pivotal role in executing some of the most ambitious projects of ISRO, namely the India Remote Sensing Missions, Chandrayaan 1 and 2, Mars orbiter mission also known as Mangalyaan.
He spoke on the topic “Beyond the Horizon: A Path less travelled” and unravelled the key facets of managing complex multi-stakeholder programs, effective cost management, review mechanisms, failure handling and quality processes to be kept in mind while executing large scale projects.
He shared how the project and program management is used as the ISRO's stepping stone for next level of achievements. Started with a little recap of India in Space - 141 mission has been realized so far, 79 foreign spacecraft from 21 countries has been launched. A complete self-reliance in space has been achieved and India ranks no 1 in application of space to affect common man's life. Possibility of ISRO going to moon was first mentioned way back in May 1999, in 2008 it was announced that Mars is next big Mission and if everything goes well it will be reality by 2013-2014. The mission accomplished on time.
A big achievement was at cost front, the amount spent was 10% of money of the project of same size by other countries. NASA takes about 7 – 8 years to complete one project and ISRO takes 3 – 4 years to complete one project. NASA started 4 years earlier that ISRO completed Mangalyaan at the same time but with different budgets.
A well-managed project which was planned to launch the satellite depending on the strategic position of the MARS when it is closest to earth, as any additional velocity and additional propellant comes with additional cost. If not launched in 2013 then needed 400 kg more propellant (1350kg instead of 850kg). Missing the proper timing means missing the opportunity.
However, there were some challenges but “Mars Orbitor Mission” treated those challenges as opportunity. The entire project was fragmented in various parts and parallel teams worked for it. A master schedule was followed by each of them starting from Jan 2013 to Nov 2014 and in the end, like a jigsaw puzzle they all came together to made the project successful.
Dr. Annadurai stated some of the challenges with the project as:
• Understanding the atmosphere of the MARS program. There could be consequences if study not done properly.
• Proper planning and instruction to the team about what will they do after going to mars.
• Multiple vendors to supply and integrate all the parts
• Keep the weight of the spacecraft to under 850kgs
• Configuring the systems separately and assembling them to a complete system
It was a very first mission to the MARS, everything was supposed to be specific to it. Still, the project took care of the time and the cost, some designs of parts were taken from existing satellite, tinkering it slightly. A new upgrade with minimum hardware requirement proved a successful strategy as only few items were done from scratch which needed to follow the process to get quality certificate.
Even the software was reused from other missions. Lessons learnt from elsewhere e.g. USA, Russia etc played an important part in managing the project in a cost efficient manner. The mission was launched on 5th November 2013. The satellite reached Mars in 9 months where the target was 400 km away and continuously moving further away with the speed of 29 km/sec. A precisely done onboard calibration with geometric calculation was required which makes the launch more challenging as one thinks. India has one fixed launch pad from Sriharikota only. But the point of injection depends on current location of the Earth and MARS which was not same as Sriharikota. To solve the problem of launching, ISRO deployed 2 ships near South Africa to manage the exact loaction.
Today ISRO is launching every month one satellite and the plan is to launch 3 satellites in every 2 months by 2018. Dr. Annadurai counted the benefits of project Mars are in the field of broadcast, communication, meteorological, earth observation, forest monitoring, water monitoring, agriculture and soil monitoring, ocean and fishing zone monitoring and in other developments. Despite all that, the big hardware designed for the mission can be used everywhere now as the quality is ensured. Now other projects can focus on particular area of testing only and reduce the cost of quality.
In brief, Mars mission was the test bed for all other projects which will reduce the effort and budget for them. Bottom line is that confidence is gained by the country to launch other projects in cost effective and successful manner, it has given confidence to the industry partner to increase the capacity. Today the ISRO strategy and standard is being followed across the globe placing India in a leadership position! !
Some of the attendees at the PM Open Space were
• Flt.Lt. (Retd.) Sheena S Minhas, Head HR, ABB GISPL
• Dr. Venkateswaran Narayanan, Head - Competence Development, ABB India Ltd
• Mr. Sriranga Nadiger, Director, HPE India R & D
From SAP Labs India
• Mr. Mahesh H Nayak, COO, SAP Labs India
• Mr. Rajnish Prasad, Head, SAP Custom Development (APJ & China)
The Source of all Leadership
Peter de Jager
Head to the Internet and search for the term 'Leadership Attributes' and you'll find a few tens of thousands of attempts to list the 'Key'/'Prime'/'Major'/'Crucial'/'Critical' etc. attributes. Here are a few of these selected at random.
Obviously, while there are some common threads here, these types of lists span the wide spectrum of human personality. This shouldn't surprise us too much. We are each drawn to certain types of leaders and their leadership skills differ. Churchill was not the same type of leader as was Gandhi, George G. Bush was not the same type of leader as Barrack Obama. Not only does each leader differ in 'style' but also in purpose and direction.
To complicate matters? There have been leaders with huge followings, who initiated monstrous change in the world, and who led the world in directions many of us would not have chosen by choice – yet to mention them by name as 'Great Leaders' – immediately initiates heated discussions about what it means to be a 'good leader' or to be 'good at leading'.
The leadership discussion is a necessary one in all organizations, if only for the fact that there seems to be a shortage of leaders in our organizations, communities and society in general.
At the core of every 'leadership attribute' list are two traits, mostly assumed, often unmentioned on the internet lists.
1) A personal passion for some goal that isn't currently being accomplished.
2) An ability to communicate that goal to others so that there is something to work towards.
With passion comes determination, initiative, courage, dedication etc. One could argue that passion makes us so focused on what we want to achieve, that the question of 'courage' never arises. When a parent rushes into a burning build to save their child – does 'courage' figure into their decision? Or is it 'merely' an overwhelming focus on their goal? “Save my child!” regardless of any other consequences. When Terry Fox ran across Canada, was it 'courage', or a single minded focus on a personal objective that would brook no interference?
When it comes to the secondary trait, the 'ability to communicate', this doesn't always present itself in the form of words. It's often 'nothing but' the creation of a highly visible example. Once again Terry Fox comes to mind. His actions have had a persistent and growing legacy – and while his words still sound in our ears – it's his actions, and the images of him on his lonely run, that continue to swell his following year after year.
These examples of leadership might seem a bit removed from the office environment, but we need leaders amongst the corridors and cubicles as much as we need them on the world stage. There are some other attributes of leadership which are important. Fairness, Responsibility, Trust, Consistency, Clear Vision etc. It's not just that there's a lack of leaders in our organizations, there's a growing lack of any of the attributes of leadership anywhere in our organizations. There's a consequence to this trend.
Leadership is by definition, also about followers. Followers display the characteristics of their leaders. If the Leader is 'dedicated/ hardworking/ trustworthy/determined/loyal' then so will be the followers. Today one of the great management complaints is the lack of dedication, trustworthiness, loyalty, determination etc. of 'Generation ?' (Choose a letter of your choice from the available alphabet)
I wonder what's going on... more to the point... I wonder which came first, the lack of motivated followers in our organizations, or the lack of leadership attributes worth following in our organizations?
Organizations exist for only one reason... they exist to fulfill a 'purpose'. That purpose differs from organization to organization of course, but each organization has a purpose. Almost by their nature they require 'followers' in the form of employees who work together to achieve that purpose. If we ask our employees what their purpose is... would the responses we collect display the same consistency of purpose as would the responses from a room full of Terry Fox followers? Gandhi followers? MLK followers?
We tend to think about leadership in terms of individuals and forget that organizations must demonstrate leadership traits if we are to reasonably expect our employees – followers all – to exhibit loyalty, dedication, hard work, determination.
Leadership isn't an idle topic. It's a vital topic for every organization. Without leadership, we're not making progress, we're merely marking time.