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Newsletter - Jul 2013

 
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PM Essence
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pmprimer

The 5th Annual PM Primer program is to create an awareness of the project management profession within the student community. As part of 'give back' to the community, the Chapter organizes a complimentary annual PM Primer program every year. Since 2009, more than 1,500 students from over 50 colleges have participated in this program. PM Primer touches upon the ten knowledge areas and five process groups of a project along its life cycle through a single-easy-to understand method.

The course uses the case study methodology to explain concepts and definitions. The student receives a handbook on Project Management as a takeaway from the course.

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Date    :    September 12, 2013
Venue :    NIMHANS Convention Centre
                Near Dairy Circle, Bangalore

To Register

• Download the PM Primer 2013- Coordinator Nomination Form from http://pmprimer.pmibangalorechapter.org
• Update coordinator details and email to
• Online access to coordinator to nominate up to 20 students / faculty from college.

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PM Essence

What does Cloud Computing mean to Project Managers

By Deepak Vijayaragavan, PMP
As the new buzz in the industry, Cloud Computing is envisioned to revolutionize the way Information Technology will be procured, implemented and managed. How will this impact how we do business? How can a Project Manager prepare for the upcoming big way? Why is managing a cloud computing project any different? What should be the focus when managing a cloud computing project?

The answer to the above questions is discussed in the paper in two parts:

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Firstly, the types of IT projects that businesses will work on are changing. A move to the Cloud requires businesses to rethink how they do business.

  1. More focus will be spent on requirements and how these decentralized applications can meet the business needs of an organization. This will require business process reengineering.
  2. Additional time will be spent by the project manager in building relationships with vendors such as Amazon EC2, Microsoft Azure, Salesforce.com, Google and IBM.


Secondly, project management will become more decentralized. The amount of information available, and the speed at which users gain access to it, is increasing.

'Reforming' Project Management is the key for India to become a global leader in delivering variety of cloud computing projects...Let's prepare ourselves!!

Emerging technologies like cloud computing have been increasing the the uncertainty and complexity in delivering different type of projects. Many unknowns are causing the failure of Project Managers to deliver faster, better, cheaper and steadier services.

Cloud computing has immediate appeal to the business community in that, when compared to the traditional on-premises enterprise IT systems, it has the potential to:

Lower IT operational cost
Deliver much faster IT project implementation times
Simplify some of the complexities associated with enterprise IT systems,
Foster innovation through viral projects, and
Release working capital by moving IT system's costs from capital to operational expenditure.
We are seeing a paradigm shift: The conventional enterprise system implementation methodology is as below:
Define requirements > specify > build/ buy > implement > maintain.
Key Challenges
Project Management is taking a paradigm shift with the evolution of Cloud based applications. With the advent of Cloud Computing, there is an added need and urgency for a formalized project management methodology across organizations. The successful delivery of Cloud projects depend on the Project Managers, empowered with project management frameworks and proven methodologies combined with experience. Project Management acts as catalyst in building the robust service delivery engine to deliver faster and cheaper.
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Some of the cloud computing project categories include:
IT strategy and architecture projects – E.g., Re-architecting existing architecture into cloud base solution, Cloud transition projects etc. Organizational capability Improvement project – Develop Cloud Pricing Models and Cloud Contract and Revenue Models, Develop DRP/BCP etc.

Development, Integration and Migration Projects – SaaS application development (PaaS), On Premise to Cloud migration, Migrate applications to private cloud etc.

Testing and Validation Projects - E.g. Testing and validation of Cloud Integrations/Migrations, SaaS application development (PaaS), Performance Testing on Cloud Infrastructure projects – E.g. Data migration from on premise data centers to cloud data centers, Remote Management of servers, virtualized access to servers, databases.

Product Development Projects – E.g. PaaS, Integration Projects, Develop Enterprise Applications, Mobile Applications.

Meeting the Challenges
Cloud projects are different than traditional projects in many ways. There are many specific skills that a project manager had to acquire to deliver cloud projects successfully.
  1. New Cloud Skills for project managers/Team
  2. New tailored project life cycles and methodologies
  3. Country law and regulatory compliance practices
  4. Security standards
  5. Cloud provider agreements, SLAs and Penalties
  6. Cloud Based Architecture technical skills like Hadoop, GridGain, Multicasting etc
  7. Encourage Team Collaboration using WIKIs and other collaborative tools
  8. Optimization of infrastructure
  9. Information sharing between delivery team members, customer team members
  10. and Executive management
  11. Use of Rapid dashboard info on portfolio of projects
  12. Testing on cloud and challenges
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PM Essence
Impact of organization culture and stakeholders 
                                         influence on a project in an NGO

- Avinash Rao, IT CONSUTLANT

Identifying stakeholders and understanding the organization culture is one of the first activities performed before any project kicks-off. As we are aware, stakeholder's impact and influence on the project is much higher in the initial stages and reduces gradually as the project progresses. So, how different are stakeholders and culture in a nonprofit organization when compared to an established corporate
company?
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Most companies with an established organization structure have hierarchical arrangement of lines of authority, communications, rights and determines how roles, power and responsibilities are assigned. It controls how information flows between different levels of management. Whereas, the voluntary sector has a philanthropic side to it, thus making it difficult for corporate like professionalism or profitdriven accountability standards. The stakeholders in an NGO seem to have a stronger influence on the project than observed in a wellstructured organization.

I believe it is the nature of work that actually results or drives the structure of any organization.

Typically, the motive of NGO's is community service performed by volunteers from all walks of life. Enforcing a structure or a process in such an atmosphere is a daunting task. On the contrary, it is much easier in companies and even employees realize the importance of organization's culture and policies.

Envisage managing an enterprise software project for an NGO and how would you go about your project? Here's how I did it for one of the largest nonprofit, non-government organization in the world. As a project manager, I was bestowed with a responsibility of designing and delivering online ERP software to suit the needs of over 10,000 users.

It was indeed a satisfying experience but it didn't come easy. NGO's follow an open culture implying many having an influence in decision making. Despite taking into confidence the 'key stakeholders', the culture doesn't restrict the entrant of new ones. Imagine each volunteer contributing to the 'scope' and providing feedback after each release?

When processes, hierarchy, authority or structure fails, one is left with no choice than to rely on 'power', not political, but 'soft power', referred to as interpersonal skills. The ability to connect and persuade people plays a crucial role in assessing the influence & impact of stakeholders in project success. The following helped me resolve issues with stakeholder management.

Regular face to face meetings with demanding stakeholders.
• Don't hesitate to meet or speak with new or demanding stakeholders. Developing a cordial relationship will add to project success and inturn enhance our own skills.

Follow-up meetings with emails and/or updates until the resolution.

Be honest and truthful.
• Dealing with people is inevitable and as project managers we are always watched or looked upon as responsible problem solvers.
• Never promise something that you don't believe you can accomplish.
• To communicate thoughts, feelings, and opinions you need to choose words that are direct, honest, appropriate, and respectful. If you are assertive, choose assertive words carefully. This comes by practice and awareness.

Develop and maintain a professional work environment at all times. Never compromise on professional ethics because you are working for an NGO.

• Committed entirely to the project.
    § Being punctual, disciplined and professional yet friendly.
    § Respect the valuable time of others.
• A professional is responsible and accountable.
    § Don't shy away from taking responsibility of the project. I did this which increased confidence and credibility in the entire organization.
    § Accept and embrace failures openly. Don't be afraid of getting embarrassed as the mindset becomes a barrier for most achievers. Ex: Accepting & acknowledging missing schedule deadline) OPENLY.

• Be persistent in enforcing project processes throughout the project life cycle.
 §Project managers should be persistent and not hesitate to enforce processes put in place to those who are reluctant to follow them. Doing this will indicate that you are serious about the way  you want to handle your project. Above all, follow the process ourselves no matter what!

My six mantras to project success! Effort, commitment, perseverance, persistence, patience and smile

• Nothing can be achieved without Effort and I believe this is the starting point.
• Be Committed. Performing an activity or a task willingly has proven to be more effective than doing it unwillingly Ex: Commitment to self-learning and enhancing one's skills.

§Committed to maintaining good health – morning jog, exercises and meditation.
• Perseverance – Continuous effort, diligence may be required to complete an activity
• Persistence – Endurance and grit to complete the project.
• Patience – Maintain calmness and display maturity & willingness to endure. One's capacity to endure and being patient without getting angry or upset is a sign of a true leader.
• Smiling is a great way to make yourself stand out. Smiling makes you and others feel good! It can help you see things in a more positive light so smile often.

Lastly, enjoy working in your project! Being friendly builds relationships. It enhances any personal connection and turns an acquaintance or a colleague into something more meaningful. It helps ease stress in tense situations. People are often happier to make more of an effort and learning happens naturally in a friendly atmosphere.

Celebrate project success happily!

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PM Essence

Changing Perception of Value in Outsourcing IT Services

By Piyush Jain, PMP
“World is Flat” said Thomas Friedman in his book on globalization. On the same topic Mr. N R Narayanamurthy quoted “I define globalization as sourcing material from where it is cheapest, talent from where it is best available, producing where it is most cost-effective and selling where the markets are -- without being constrained by national boundaries”. This is now reality. Walmart is one example of this reality.

What has changed with Globalization is the way value is being delivered to customers. Companies who want to reach global markets must design products and services beyond the borders.
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They must constantly explore new markets with increasing business complexity. Despite their size, they should maintain agility in adopting changes to avoid becoming out-dated. They should constantly adopt newer technology that simplifies their operations and helps reach out to more customers.

Larger work-force, global talent pools, 24x7 operations and many more have become key drivers for outsourcing.

It brings an essential shift also to the way they engage employees, suppliers and service providers and the way they manage technologies. Global companies have realized that IT outsourcing which started as a means of containing IT costs can now deliver much more capabilities beyond cost reduction.

Cost reduction has become the least reason for companies to outsource. Companies now leverage outsourcing to deliver increased business value. Larger work-force, global talent pools, 24x7 operations and many more have become key drivers for outsourcing. According to Wikipedia® business value is an informal term that includes all forms of value that determine the health and well-being of the firm
in the long-run.


You can see the business value drivers that can benefit from strategic outsourcing approach (marked by red star).

• Achieve faster time to market for their products and services to gain competitive advantage and increase their market share.
• Improve competitive positioning of their products and services through larger product development teams.
• Develop sustainability by increasing resilience of operations; and of course.
• Optimize costs by adopting suitable outsourcing engagement model.

Most of the times, the companies are unable to achieve the above business values under limited existing arrangements with outsourcing vendors. The reason is that the existing arrangements neither make the vendors responsible for such outcomes nor provide them incentives for achieving the outcomes. If so, what should companies do for achieving these objectives?
A. Acquire “Partners” not “Delivery Boys”
Most of the time outsourcing fails to deliver even cost optimization because the cost of managing work outweighs the cost reduction achieved. Companies should learn to engage “Partners” to whom they can transfer higher degree of responsibility with suitable returns. The outsourcing companies must have the scale and capability to handle such a relationship.

B. Adopt newer engagement models
Partners can no more be managed by traditional cost based engagement models like “Time & Material” or “Fixed Price”. Adopt newer engagement models that transfer more responsibility to deliver with commensurate returns. Adopt engagement models based on value delivered rather than work performed. Make them partners to outcomes. Make them an inherent part of your business.
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C. Define ways of measuring Business Value delivered
Establish clear ways of determining how the measurements related to the engagement deliver any of the business impacts for which the outsourcing arrangement was entered into. Define Risk-Reward matrices at all levels from service delivery to business outcomes with clear correlation and contribution factors at each stage of measurement.
In Conclusion, the road ahead?
Outsourcing is now matured to the extent that it is not an option, but an essentiality that clients need for their business. But to truly gain the benefits from outsourcing in the days ahead, both clients and their outsourcing partners need to up the ante for enhanced collaboration to achieve higher value returns on their business. Measurement of success for business will not be restricted to value-for-money based cost game, but rather will be determined by the all-round values client derives from its outsourcing partnerships.
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PM Essence
Chapter News

- L.N. Prasad
Jul2013 chapnews PM FOOT PRINTS FOR MAY 2013
On 09th May 2013 Mr. Piyush Kumar Chowhan the Lead Program Delivery Manager from Tesco Hindustan Service Centre gave a talk on Coaching and Mentoring skills for Project Managers. Nearly 60 Chapter members were present. The talk focussed on the importance of coaching skills for project managers and the various ways of coaching. The talk also gave good insights into the subject with some real life examples.  
On 23rd May 2013 Mr.Avinash Rao spoke on the Impact of Organization Culture and Stakeholders on a project in an NGO.The talk was very well received by the audience.

ACTIVITIES IN JUNE 2013
The Chapter held its Annual Members Meet on 01 June 2013 at Hotel Wood Lands. Nearly 80 members were present. The members were briefed by the President of the Chapter on the administration and various activities of the Chapter. The Financial Report for the Year 2012-13, as well as Reports on the various programs, regular as well as new initiatives - were presented. The Program concluded with a lively Question and Answer session.

Ms.Valli was presented a special award in recognition of her contribution to the Management of Chapter volunteer activities. On the same The Annual volunteer awards were also presented on the occasion. This year Seven Gold and Three Silver star awards were presented. The names of the award winners are as follows:
(a) Mr. Vittal Vijay Kumar
(b) Mr. Vijayaraghavan Seshadri
(c) Mr. Venkatraman L.
(d) Mr. Sreenivasulu R. Chittamuru
(e) Mr. Ravi Murthy
(f) Ms. Rama K.
(g) Ms. Padmaja Raghavendra
(h) Mr Binod Malial
(i) Mr. Manish Chandra
(j) Mr. Vilas Kadival

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jul2013 chapnews PM FOOT PRINTS
On 06 June 2013, Mr. K Venkatachaliah Babu spoke on “Effective Collaboration for Large and Complex Project Success” at the PM Foot Prints. The talk focussed on understanding complex environments from a human network perspective, collaboration, and a few solution options to address the barriers. The talk was attended by nearly 50 Members. On 20th June 2013 Mr.Pradeep C. Senior Manager IT Projects Global PMO from the Harman International India Pvt Ltd. spoke on ' PMO – delivering success globally' The talk focussed on best practices on building a lean PMO and Governance in the context of emerging and growing markets.
The second PM Enrich Program was held on 22 June 2013 at Hotel Royal Orchid, Manipal Centre. The topic for the Program was “INNOVATION FOR INNOVATORS AND PROJECT MANAGERS'. Mr.Sudeendra Kaushik. conducted the one day workshop. The program was well attended and nearly 22 Project Managers participated in the program. jul2013 chapnews
PROJECT MANAGERS CONFLUENCE

TCS, in collaboration with PMI, organized a Project Mangement Confluence at TCS on 24 Jun 2013. The primary objective of the conference was to share the best practices in industry and try to get them institutionalized. This forum provided an opportunity for the Project Management practitioners in TCS to learn the best-in-class solutions from the industry, develop their expertise and to showcase the success stories and case studies from TCS and other companies. On behalf of the PMI Bangalore India Chapter, Mr Vijay Paul gave a presentation on the Chapter activities and highlighted the advantages of enrolling as Chapter members. Nearly 60 members from the Chapter and 110 from TCS Participated. The TCS team gave a presentation on “A LARGE INSURANCE PROGRAM CASE STUDY”. In addition, a presentation on' PROJECT MANAGER'S ROLE IN A MATRIX ORGANISATION AND CHALLENGES FACED” was made by Ms. Nandita Rao of CISCO.