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Newsletter - May 2014

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PM Essence
Chapter News

- Capt. L. N. Prasad
CN1 PM Enrich: On 5th April 2014 a one-day advanced workshop on Project Management in New Product Development was held. This is the sixth workshop under the PM Enrich Program which was launched in Feb 2013. The workshop was conducted by Mr. Ravi Kanniganti of TYCO. He is presently the Director responsible for launching SPS products in APAC region. The program was well attended and received by the participants.   

New Board Members: On 12th April 2014 new EC members who were selected by the Nominating Committee, joined the Chapter Board as Members. The newly elected members Mr. Ravi Kanniganti, Mr. Raj Nandyala and Lt. Col. (Retd.) L. Shri Harsha joined the Chapter Board as Directors and strengthened the Board. 


PM Footprints: The 226th and the 227th fortnightly PM Footprints were held on April 10th and April 24th. On April 10th April Mr. Srinidhi Prahalad, CEO of Reinvento, spoke on the topic "Applying start-up principles in virtual project management".

On April 24th Mr. Sesha Sai, Regional Manager, Project Management, Cushion & Wakefield, spoke on the topic "PM perspectives -- Lessons learnt from Large Office construction Project". The talks were well attended and participants exchanged a lot of ideas and held positive discussions.    
PM QUEST: The Chapter's 35 hour contact program on PMBOK version 5.0 which helps meet the eligibility criteria for appearing for PMP certification exam has been regularly held by the Chapter on two weekends. During April the same was held on 12, 13, 19, and 20th at Hotel Royal Orchid Manipal Centre, Dickenson Road near MG Road.
Agile Foundation Program: The one day foundation program on Agile for those who want to have an exposure to Agile concepts was conducted by the Chapter on 26th April 2014. The overwhelming response to the course was very encouraging. The next Agile Foundation Program will be held on 24th May 2014.
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PM Essence


Namita Gupta, PMP, PMI-ACP


Ms. Namita is presently the Application Manager at UIDAI, Bangalore. She recently completed her PMIACP Examination in April 2014 and shared her experience of PMI-ACP journey.


Ms. Namita is already a PMP credential holder and is also studying MS on Software Systems through Work Integrated Learning Program (WILP) of Bits Pilani. With her rich experience in project management over the last 6 years and PMP certification, she started preparing for PMI-ACP certification.


Her motivation behind achieving PMI-ACP certification were twofold. One, to get a thorough understanding of Agile as a whole and second, to be prepared to meet todays trend of moving from waterfall to agile in many projects. According to her “Even if we are not running the full project on agile methodology and using waterfall as base, we still need to understand agile ways to accelerate & adapt the projects as per customer’s demands. What better way to assimilates than through PMI-ACP certification.”


She is an active volunteer on different social media related activities and has contributed articles for PM Essence to spread the knowledge on Project Management. PMP-ACP aspirants can get in touch with here her and get expert tips.
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PM Essence
Q. This method was developed by Edward De Bono and provide a framework for group discussion and individual thinking to facilitate unbiased lateral thinking? 
A. The method is called Six Thinking Hat approach. Due to many factors including lack of focus, leadership, individual egos and natural wiring of the brain individuals think differently , as a result the discussion does tend not to converge. There is a natural tendency for "spaghetti thinking" where one person is thinking about the benefits while another considers the facts and so on. The hats process avoids this. Everyone is facilitated to look in the same direction together. De Bono identifies six distinct directions called six hats in which the brain can be challenged to think. The six directions are:
• Managing (Blue) - Context gathering; 
• Information (White) - Information collection; 
• Emotions (Red) - Use Intuition; 
• Discernment (Black) - Conservative thinking;
• Optimistic response (Yellow) - Optimistic thinking;
• Creativity (Green) - Out of box 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 May 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

Work Performance – Now and then   
Namita Gupta, PMP, PMI-ACP (UIDAI) 

There is one more dimension into PMBOK 5 edition changes, over knowledge area (KA), process group (PG) and processes. That is Work Performance Information and Measurement definition changes. This blog will not have textual explanation. Rather more of pictorial views of concepts. Let's understand first what the view of this in PMBOK 4th edition was few important points to note:



Work Performance Information is not going as input to all the monitoring and control processes. E.g. verify scope

Work performance information is going as input to executing process “Perform QA”. So confusing

Work performance Information as well as Work performance measurement both are input to report performance process :-S

Work Performance Measurement is input only to 2 processes Perform Quality Control process and of course Report Performance process


What is the new thought process on it by PMI in PMBOK 5th Edition? PMBOK 5th edition has aligned the thoughts of performance data, Work performance Information and performance reports on DIKW (Data, Information, Knowledge and Wisdom) model of knowledge management. What is DIKW model?


1. Data comes in the form of raw observations and measurements (Work Performance Data)

2. Information is created by analyzing relationships and connections between the data. It is capable of answering simple "who/what/where/when/why" style questions. Information is a message, there is an (implied) audience and a purpose (Work Performance Information)

3. Knowledge is created by using the information for action. Knowledge answers the question "how". Knowledge is a local practice or relationship that works. (Work Performance Reports)

4. Wisdom is created through use of knowledge, through the communication of knowledge users, and through reflection. Wisdom answers the questions "why" and "when" as they relate to actions. Wisdom deals with the future, as it takes implications and lagged effects into account (Lessons Learnt)


Keeping this in mind PMBOK 5 has come up with 3 work performance dimensions to improve consistency, clarity about project data and how it flows from one process area to other during full SDLC. They are


Work Performance Data which is equivalent to DATA in DIKW


Work Performance information which is equivalent to Information in DIKW


Work performance reports which is equivalent to Knowledge in DIKW


There is nothing referring to Wisdom as such but this is not less than having lessons learnt at Organization level and create overall wisdom base of organization to make principles for future projects.

Considering this PMBOK 5th Edition create relationship of work performance data, information & knowledge across processed in following way:
Looking at this, Now in PMBOK 5th edition, it's very clear from where work performance details are coming and where it's going.
No more confusion, no more hard time remembering what is input to what and what is output of what. All questions towards 4th edition structure are answered well. Let's see how
Work Performance Data is going as input to all the monitoring and control processes except M&C project work for obvious reason. M&C project work will deal with Work Performance Information.
WPI (Work Performance Information) is not going to any Executing Process Group process Work performance Information is input to only one process that is M&C project work Work Performance Reports are input to much vast area of processes as mentioned above
This overall consistency and clarity has significantly handled all the tough times for future PMP aspirants.
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PM Essence
Editor’s Note
SoumenDe Dear Friends,

Greetings from PMI Bangalore India Chapter!

I had the good fortune of attending the PMI Leadership Institute Meeting (LIM) 2014 - EMEA at Dubai last week along with one of my board member. The meeting was attended by volunteer Board members from all Chapter from Europe, Middle East, Asia, Australia, Africa and America.
The highlight of the meeting were two key note speeches. The first was by Professor Cris Roebuck from Cass Business School, London who spoke about “Entrepreneurial Leadership”. The next one was by Mike Forde, former Director of Chelsea Football club who presented his experience in managing a high performance Chelsea team. Besides we had sessions where other Chapters shared their best practices related to volunteering, membership and special projects. It amazed me to see the amount of passion, the volunteers demonstrated to drive different initiatives of their respective Chapters. Just to get a pulse, I asked the most common question of how they balance the demands of PMI volunteering and day's job -unsurprisingly a majority of them told the same thing. The volunteering opportunity provides them a tremendous sense of fulfilment. The knowledge gathering and networking opportunities during PM event allows them to give a leading edge to their careers. I would not agree more, as I myself got profoundly influenced by the inspirational takeaways from the keynote speakers. Each word from them was like a pearl of wisdom to me. Leadership Institute Meetings (LIM) help individuals to get the most out of their volunteering experience, make them better leaders and prepare them for even more advanced leadership roles. Team leadership, effective communication, and ability to coach and mentor—these are just some of the valuable skills that PMI volunteer leaders can learn and bring back to the respective organizations they work for. Good leadership helps make project teams work together more effectively and therefore get better project results. PMI Chapter gives volunteer Board member an opportunity to participate in those LIM to learn, share and grow Project Management and leadership skills. This time it was me, but next time you may be the one who will participate in LIM and make a positive different to yourself and to our Chapter.
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