PMI Bangalore Chapter

Newsletter – May 2014

 
May_ChapterNews_2014

May_ChapterNews_2014

Newsletter - May 2014
PM Essence Chapter News- Capt. L. N. Prasad 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 th...
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May_PMAccomplishments_2014

Newsletter - May 2014
  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, t...
May_LSPM_2014

May_LSPM_2014

Newsletter - May 2014
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....
May_PMArticle_A4_2014

May_PMArticle_A4_2014

Newsletter - May 2014
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 measur
May_EditorsNote_2014

May_EditorsNote_2014

Newsletter - May 2014
PM Essence Editor’s Note 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
May_PMArticle_A1_2014

May_PMArticle_A1_2014

Newsletter - May 2014
PM Essence A Transformation Project - Experience from a large IT Company- Sanu K Samuel In the current business context, change has become essential for survival and growth in all industries. Large scale changes aimed at delivering lasting changes in the way an organization is carrying out its business is called a Business Transformation project. PMI sees strategic change or transformation to be delivered through a set of projects and programs.    Change is painful and will be resisted by people in the organization. Hence the purpose of change should be larger than the resistance to the change, for the change to be successful. There are a few differences between a normal project and a business transformation project:Some of the projects, handled by...
May_PMArticle_A2_2014

May_PMArticle_A2_2014

Newsletter - May 2014
PM Essence Reinventing ZERO Defect in Software Development- Rajesh Kumar Singh, PMP, Mindtree Global economy is passing through seesaw cycle since last couple of years, enterprises are conceptualizing strategically innovative products for roll out with faster pace with an affordable cost to consumer to bell the bad economic weather. In any industry, selling price of the product or services is directly correlated to cost of input material, government taxes, other levies and anticipated margins. In the case of software products, human labor cost and cost of licensed software takes the larger share in the total pie of the costs. It could be brought down if people work at lower wage or pursue the technology companies to sell their software at lower co...
May_PMArticle_A3_2014

May_PMArticle_A3_2014

Newsletter - May 2014
PM Essence PICDiS – A model for implementing Gamification methodologies for 'Employee Engagement' - Srividhya Subramanian, Hewlett Packard   Employee engagement is the key to business transformation. Employee engagement is all about continuously engaging the workforce, constantly motivate them and developing loyalty to the organization. This article elaborates using an upcoming trend-Gamification for increased Employee engagement.  Gamification is application of gaming strategies in non-game environment. Since the goals of a game are to engage the players, make them play again and again, being loyal, this can be applied as well to employee engagement. Gamification addresses engagement, transparency of work, and connecting employee's a