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Newsletter - April 2014

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PM Essence
Chapter News

- Capt. L. N. Prasad
apr2014 chapnews PM Enrich: On 08th March 2014 a workshop on "The Art of Managing Project Stakeholders" based on Arbinger Principles was held. The workshop was attended by thirty delegates. The workshop was aimed at exploring the fundamental questions related to the factors which influence the behaviour of stakeholders towards projects and the project teams. It helped the participants to develop a deeper understanding of the stakeholder challenges that may have seemed insurmountable in the past. The workshop was conducted by two facilitators Mr. Venkatesh Seshadri, and Mr. Shankar Thayumanava,PMP, both from the Arbinger Institute.    

PM Footprints: On 13th March 2014, Mr. S.A. Kumar, Head Business Excellence, Infineon Technologies India Pvt Ltd Bangalore spoke on the topic "Key Project Management Practices in a R&D focused product development Environment”. 

mar2014 chapnews
mar2014 chapnews On 27th March 2014, Mr. Venkatesh Seshadri CEO 'ARISE AWAKE!' spoke on an Interesting topic "Deep Self Awareness - How it can help at work". Both the presentations were well received and attended by nearly 40 members.    
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PM Essence
Q. This social behavior can be easily misconstrued as a harmonious or coherent team behavior but this has a potential to kill creativity and impede effective decision making.?

A. Groupthink is a psychological phenomenon that occurs within a group of people, in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome. Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative viewpoints, by actively suppressing dissenting viewpoints, and by isolating themselves from outside influences. Loyalty to the group requires individuals to avoid raising controversial issues or alternative solutions, and there is loss of individual creativity, uniqueness and independent thinking.

[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.

"Earned value provides the crystal ball view of my project outcome as"............

Please provide your response by 28th April 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

A good project definition significantly increases the chances of project success as .............  and the best response is . . . "good project definition helps in capturing all the business needs and thus satisfies all the stakeholders"


... and the Winner is - Srinath Devarshetty, PMP

The Lighter Side of PM
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PM Essence

Project Management as Managed Services  

- Rajesh Dangi,PMP

As the complexity of the businesses increase, the balancing out of “Time to Market” and adapting to the necessary changes becomes more challenging. Aspects such as recruiting and training the project managers, structuring the PMO and inculcating the project leadership into the DNA of the organization becomes the determining factor for project and program success. The management reporting, project governance and project auditing tends to look like tactical overhead.


To improve project delivery, it is time for businesses to consider accessing project management support as a managed service. This will enable businesses with a set number of projects delivered for a fixed budget, in line with SLAS and successful quality outcome than addressing the challenge of improving their own project management capabilities.  Business dynamics play vital role in the project prioritization and constancy of purpose to remain invested, it is vital to make “make or buy” decisions regularly. The agility to quickly respond to the market or customer requirements remains the key. As more and more services are innovated and offered lot many ‘practices’ are seen becoming offerings, Project Management as a Practice ( PMaaS); This service can be only leveraged where businesses…


Experience peaks in demand and don’t want to take on additional head count for


Use disparate providers or third party contractors and find it difficult to develop their capability or put ‘heart’ in to their project management ability


Find it difficult to attract and retain the best talent required for shorter duration of time or want to outsource but realise they can't


Don’t have liberty spend years and years to ‘train/build and then deploy’ because they need to get there faster


While we dwell into the offered services externally we can leverage impartial and practical approach to all the projects and gain significantly ….

It Imposes self-discipline on the areas such as scope definition and schedules

Enables informed budget decision making

Simplifies access to key risks and opportunities – dial up or down the resources

Allows effective project prioritisation and facilitates resource management


Provides clear and concise visual progress tracking and controlling the cost in a predictable manner.


One can leverage the Service transition methodology from ITIL framework to scope out the transition to this service. Each transition is unique and requires different approach from one another, this is dependent on the context of the work and the goals. Having a seasoned and well lubricated process and SMEs involvement in managing this managed service is critical to achieve reduced transition cost and schedule. This boils down to the maturity of the service provider and agility based on customer needs and context in which the customer organization operates.

As this PM service stabilises, the focus of this managed service has to be on effective metrics to measure the deliverables intended out of this service. This has to go well beyond the normal project status reporting but towards the services being offered for project management, conceptualization and use of the different metrics in managing the engagement. The information needed to proactively manage the governance processes towards the delivery of project management services, providing an ability to predict and control the quality of the deliverables being offered and transparency and visibility into the status of the on-going service and effort will be a real USP for this offering.
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PM Essence

raghunath      Balakrishna Sarma, PMP

Balakrishna Sarma has nearly two decades of experience in Program and Account Management, Offshore Delivery Management, Transition Management. He is with CGI India as Senior Delivery Manager. He has specialized in Oil & Gas business and holds a Masters degree in the same stream from UPES. 

He also holds a Masters degree in Operations from Symbiosis. He is a PMP certified and member of PMI Bangalore Chapter (PMIBC) since March 2007. He has been with PMI Bangalore Chapter as a volunteer for last six years. His hobbies are volunteering, cycling and books.

Roughly how many hours per week or per month you spend on volunteering for PMI activities?
An average of 10-15 hours per month, and couple of days during major events.

What motivates you to volunteer for PMI ?
My passion for volunteering and getting the opportunity to serve the PM community.

What have been the challenges for volunteering at the Chapter?
Challenges would be aligning to Chapter’s communication and time management. We get so many topics to discuss on volunteering once you visit Chapter office, and we volunteers should keep in touch with EC members to get to know about volunteering activities.

PMI Volunteering, Professional commitment, Personal commitment - How do you balance the three?

Always personal commitments would take priority then professional commitment and then PMI volunteering, but one should know how to prioritize these activities to balance between these three.

Name any 1-2 best volunteering experience?
PMPC, the major event of PMIBC is one of the best experiences. I have volunteered in last six PMPC events, and unlimited volunteering opportunities, lot of learning’s. It takes 6-8 months for the entire life cycle of the event.

Tell us your hobbies, or things you are passionate about, other than volunteering at PMI?
Few hobbies other than volunteering are cycling, long drives and books.

What will be your message for your fellow volunteers?

Our Chapter provides unlimited volunteering opportunities, if you think you can dedicate some time for volunteering then this Chapter is the place for you. You will definitely enjoy the volunteering, lot of learnings as well.

What is your thought on preferred recognition for volunteering?

Volunteering doesn’t require any recognition, because it is coming out of one’s interest and passion. But

some verbal appreciation will always motivate volunteers to do the continued support.


Balakrishna Sarma, PMP

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PM Essence
Editor’s Note
SoumenDe Dear Friends,

Greetings from PMI Bangalore India Chapter!

I think one of the biggest events that we are heading to witness is the national general election. This general election is taking place in nine phases, the longest election in the country's history, from 7 April to 12 May 2014 to constitute the 16 Lok Sabha in India. Voting will take place in all 543 parliamentary constituencies of India to elect members of parliament in the Lok Sabha.
According to the Election Commission of India, the electoral populations in 2014 is 814.5 million, the largest in the world. There is an increase of 100 million newly eligible voters.
This also will be the longest and the costliest general election in the history of the country with the Election Commission of India estimating that the election will cost the exchequer $ 580 M, excluding the expenses incurred for security and individual political parties. Imagine our Election Commissioner (EC) as the Project Manager, who is supposed to carry this out as a project, let's call it project "Election 2014". The amount of complexity of scale, cost of conducting the election, sticking to the polling dates, meeting demands from different stakeholder and handling the multi-dimensional project risks involved in this project will be simply mind boggling. Even the most popular IPL 2014 has been shifted to UAE, Dubai and Sharjah due to security reasons and will return to India only after this election – Can we call it a risk mitigation plan adopted by EC?
As we all know, there is always an opportunity for PM like us to learn from projects outside our core domain and apply the best practices to improve the business results from our projects. If we look back, we may realize that companies such as Analog Devices and GE pioneered the use of an improved project reporting system, which gave rise to the concept of Balanced Score Card –a measurement system we use to report our financial and non-financial performance. An Andon System, used to notify quality or process issues to all stakeholders was pioneered by Toyota is now part of the Lean approach used by many project teams. 
I would imagine if we do a deep dive understanding of “Election 2014” project, we can also identify some of the key learnings, esp. on how the EC implemented the model code of conduct, how necessary trainings and technology solutions were used and how different project risks were addressed. If any one of you volunteer to write on different best practices adopted in “Election 2014” and how they can be applied in our projects, I am sure that will make an interesting reading for our PM community..
Happy Reading!

Thanks and Best Wishes,

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

Vittal Vijayakumar, PMP