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Newsletter - March 2014

 
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PM Essence
Chapter News

- Capt. L. N. Prasad
mar2014 chapnews PM Footprints session:On 30 January a PMFPsession on "How Business Knowledge and Personality of a PM Affects Project Delivery?” was delivered. The talk was delivered by Mr. Arun R Yadwad, Delivery Manager from Professional Access Software Development Pvt Ltd, Bangalore. The speaker spoke on the areas of Business which the PM should be aware and what are the implications of not being aware. The session also highlighted the implications of PMs personality on final delivery.    

During the month of February, two PM Footprints session were held. On 13 February 2014, Professor Pinkesh Shaw Director Programs, Institute of Product Leadership Spoke on the topic “Changing Role of Project Managers in Product companies”. During the talk he spoke about how the role of project managers in product companies is changing and what is expected of senior project and program managers in a product / solutions creation environment.. 

mar2014 chapnews
mar2014 chapnews On 27th February 2014, Mr. Manik Choudhary Project Development Expert SAP Labs India Pvt Ltd spoke on the topic "Lean Start up in Enterprise". During his talk he spoke about Lean methodology. He said that Lean Start up isn't about being cheap but is about being less wasteful and still doing things that are big. The lean start up is the movement that is transforming how new innovative products are built and launched. The talk gave a good insight into understanding Lean, creating right products, and how to validate hypothesis to reduce uncertainty in product development. The Chapter Board members held a focused Strategy Meeting on 08th February 2014 and drafted a vision plan on how to nurture and grow the different initiatives of the Chapter to deliver more value added service to the member base..    

Project Vidyadeepa: By Mr. G. Shantaram, President, Rotary Bangalore West (RBW) RBW has completed a service project to provide 4480 solar LED lamps to 10 standard students in high schools in rural Karnataka. Solar panels have been installed at over 100 schools. The individual lamps and batteries are to be returned by the students to the school after the SSLC examinations for reissue to next year's 10 standard students in the school. The project provides for maintenance of the lamps and batteries by the vendor for seven years. 

mar2014 chapnews
Project Management Bangalore India Chapter has supported this project by developing a replicable pocess for implementation and monitoring of the project. The project, with a total value of Rs. 96 lakhs was completed within four months in order to make the lamps available to students as they prepare for the public exams.
 
Several members of the Chapter have contributed to this project. At the PMPC held in September 2013, Rotary Bangalore West had put up a stall to showcase the project. Delegates to the conference donated generously for the cause to bolster the spirit of this social initiative.
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PM Essence
accomplishment1

Harish Vasista, PMP, PgMP

Harish has 16 years of total work experience is presently working as a Technical Manager with Alcatel- Lucent in Bangalore. He acquired the PgMP credential in his first attempt on 20th February 2014. The journey towards PgMP certification started with an unanticipated challenge as his application was selected for audit by PMI and he had to get back to PMI with a detailed "experience validation" form duly filled by his previous managers. Having overcome this initial challenge, he managed to devote 8- 10 hours per week initially and about 20 hours in the last week before the exam and successfully completed the examination in 3 hour, 45 minutes.

He got trained under the renowned Agile practitioner, Craig Larman and is a certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO), Alcatel-Lucent Network Routing Specialist (ANRS). He also served as the Agile advocate for ALU India R&D and had worked on transforming projects from waterfall to the Agile model. He is also an active member of PMI India and is involved as a volunteer in various PMI activities.”

 

PM Accomplishments Hall of Fame:   

Here are the members who were covered in “PM Accomplishments” section of previous edition (December 2013 - February 2014). If you have any accomplishment please feel free to share your happiness with us.
accomplishment2

December 2013

 

Lt. Col. (Retd.) L. Shri Harsha, PgMP, PMP, presented a research paper titled “Inclusiveness and Sustainability – Legally Enforced or Voluntary Compliance” at Kolkata.

accomplishment2

December 2013

Karthikeyan Paalankishe, PMP, completed the PMI-ACP certification.
accomplishment2

December 2013

Soumen De, PMP, paper on “Balancing the Creativity need and the Business need of a R&D or Innovation project with Project Management” was accepted at PMI National Conference - 2013 at Gurgaon.
accomplishment2

January 2014

Shikha Vaidh, PMP, PMI-ACP, completed the PMI-ACP Certification.
accomplishment2

February 2014

Nagesh Ramamurthy, PMP, graduated from the PMI Leadership Institute Master Class.
accomplishment2

February 2014

Sathish Kumar T. S., PMP, volunteered for a presentation on “PMP examination and preparation” for a 2014 batch of 30 students at IISc.
accomplishmentdetails
 
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PM Essence
DidYouKnow
Q. This behavioral tendency may prevent a people manager to carry out an objective assessment of their team members during appraisal. What is it?

A. In Confirmation bias (also called myside bias) is the tendency of people to favor information that confirms their beliefs or hypotheses. People display this bias when they gather or remember information selectively, or when they interpret it in a biased way. A series of experiments in the 1960s suggested that people are biased toward confirming their existing beliefs. Later work re-interpreted these results as a tendency to test ideas in a one-sided way, focusing on one possibility and ignoring alternatives. Explanations for the observed biases include wishful thinking and limited human capacity to process information. Another explanation is that people show confirmation bias because they are weighing up the costs of being wrong, rather than investigating in a neutral, scientific way.
 
Poor decisions due to these biases have been found in political and organizational contexts. 

[Source - Internet]

We like to hear what you think!!

Please complete the sentence below with your thoughts in 10-15 words and send them to. The best entry will win attractive goodies from PMI Bangalore India Chapter.

"A good project definition significantly increases the chances of project success as"............

Please provide your response by 28th March 2014

Chapter will select the best slogan and felicitate the winner during a Chapter event.


In our last edition, we had asked you to express your thoughts in 10-15 words to continue the following sentence

Operations” keeps the lights on, while Project Management.............

and the best response is . . . "brings new lights on-board"

... and the Winner is - Vivek Saurabh, PMP, Gyansys Inc.


The Lighter Side of PM
humourdec2013
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PM Essence
Project Management thoughts: Finding the right talent for the job, including getting married and utilizing all our resources (Anonymous Project Manager)
Some time ago I was asked if I could build a spreadsheet that would allow a team do better cost estimating by allowing all the sub-departments to enter their own information and then allow one central person to select the items required for a cost estimate, play with margins, etc. I had some experience in excel by building business cases for solutions to day to day field problems, but not quite enough to help to pull this off on my own. Being a veteran project manager I realized the way to get this done was to find the right talent for the job and utilize all my available resources. At the time my daughter, a bright 20 something year old who recently graduated from college and was currently working as an actuary was very proficient in excel for her work. I ran the idea past her at dinner and the next day she had a sample file that did almost all of what the team had requested. I reviewed it with the requester who wanted some modifications, I then took both the requester and my daughter to lunch for a final review and presto the job was done and the requester was trained on how to make further modifications as necessary. The requester was showing off this fine piece of work and indicated that I created this file for him, but the people around the office knew I could not have done such a fine piece of work in such a short amount of time. I indicated to the contrary, I absolutely did this work! 20 plus years ago I started the project by getting married, having children, spending all my available time and money on them for food, clothes, extracurricular activities and an education, and then being smart to find the right talent for the job and to utilize ALL my available resources.
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PM Essence
Editor’s Note
SoumenDe Dear Friends,

Greetings from PMI Bangalore India Chapter!

This period for most of us must have been the most awaited appraisal season. We appraise our team members and off course our boss appraises us. We tend to play Charitable Santa Claus for some (good performers) and Stingy Uncle Scrooge for others (under performers). Typically, most of the organization measure and rate people based on results and behavior.
We PMs, love to measure whatever we do, hence measuring 'results' comes very naturally to us. We can easily measure, without much ambiguity, whether the person has saved X units of cost, or generated Y units of revenue, and based on that we 'rationally or objectively' rate that person on 'results'. But when it comes to measuring 'behavior', we tend to struggle quite a bit. Most of us, proudly claiming to have a scientific bent of mind, would say -”Yes, if you can observe it (behavior), there is likely a way, you can measure it”. Others would argue that 'behavior' being a 'soft skill attribute' cannot be measured at all but “performance or results” which is one of the consequence of the behavior, can be measured. But being forced to measure 'behavior' by our appraisal system, we are inclined to consider things that are easy to measure, e.g. how many times the person came in time for meetings, number of times the person volunteered for something etc. But if a person has not delivered solid 'results' but s/he served as a glue for the team members, s/he was able to influence the team members without having formal authority, etc. – Would that not get counted as a good 'behavior'. But how can we measure or count that behavior? So the paradox is, things that are easy to count (number of meetings etc.) may not count a lot, while the things that counts (influencing team members etc.) are so difficult to count. Besides any measurement tool will also have their own limitations. We may soon realize that, there are always some shades of grey in our counting or measurement process that we you cannot avoid. Hence the appraisal exercise, especially for 'behavior' would always have shades of grey, no matter how much objectivity PM wants to bring in. And we all know grey is always so tough to handle. But grey is reality. We PM, at times also suffer from the “confirmation bias” which challenges objectivity in our rating process. Refer to “Do you Know” section to know more about this. Plus hope you will enjoy reading other regular features in this edition.
Happy Reading!

Thanks and Best Wishes,

Soumen De, PMP
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Editorial Board
Murali Santhanam, PMP
Rama K., PMP, PMI-ACP
Shikha Vaidh, PMP, PMI-ACP
Soumen De, PMP

Vittal Vijayakumar, PMP