Page 1
Volume - 5 - Issue 10
January
2018
Chapter News
- Capt. L. N. Prasad
Influence and the Scrum
Team
- Ajay Kabra
The Expert's Dilemma
- Peter de Jager
6 Things to keep in Mind
while . . .
- Sanjivani Iyer
Re-imagining Project
Management . . .
- Prakash Hegde
PM Member's Corner
- Muktesh Murthy
The Lighter Side of PM
- Rajiv
CONTENTS
Q. This term is used for
activities of managing
benefits throughout the life
of the project and ensure
that benefits are derived
from Project Outputs.
DID YOU
KNOW
Editor’s NoteEditor’s NoteDear Readers,
Wish you All Very Happy New Year !!
New Year comes with a season of
resolutions where some of the
resolutions fade away the very first
day and some are backed with commitment and
continues for a long run. Self-resolutions with
commitment are not less than a project for which
you need to develop a fusion or
hybrid of both predictive and
adaptive approaches. The
outcomes and results are
something which keeps the
resolutions alive.
For professionals like us, the resolution of
investing on self-development is out most
important. In our work life, we get so buried under
project deadlines and office work that self is the
last thing we focus on. Acquiring credentials and
certifications is one such long pending bit many of
us plan for and don't get it. This new year 2018,
can be an excuse to take a resolution to work for
self. Professionals who are planning for
certifications in the field of Project Management
can be ensured of its ROI already because
according to PMI's Project Management Job
Growth and Talent Gap report, 22 million new
project-oriented jobs will be created between
2017 and 2027.
By 2027, 87.7 million professionals will be
working in Project Management role out of which
22.2 million will be newly filled. India alone is
going to contribute 0.7 million of it. Exciting times
are in store when India is going to be one of the 5
hot spots countries for Project Management
opportunities.
Another interesting bit about the report is certified
PMPs are surveyed to earn 23% more than non-
certified professional. Thinking logically in an
outcome oriented approach, ROI is definitely
convincing and lucrative. Value driven industry
today will not sound convinced without such data
points. After all agile way of evaluating the
outcomes is in the blood today. That's the reason
even PMBOK® Guide to Project Management
Body of knowledge has released its sixth edition
focusing on agile approaches in Project
Management.
Commitment driven resolutions and self-drive to
take it forward is only mantra. Tomorrow or later
are the words of yester years. Dynamic market of
today will not give you any special opportunity to
take out time for personal aspiration. Its you who
have to plan and take your time out for it.
Let's all of us do a resolution (if not done yet) to
invest both time and money on self. This doesn't
only call for professional self-development but
personal as well. Investing/spending time and
money on self in terms of good health, work life
balance, professional development and doing at
least one thing we are passionate about in 2018.
Simple trick to do so is, write chit/s of your
resolution and put it in a jar. Take out the chit
when the resolution is completed. Keep the jar in
front of you unless it become empty. Do small bits
daily to realize your resolution and stop only when
you see your jar empty.
Hope to see all the jars empty as early as possible
in 2018 !!!
Thanks and Best Wishes
Tanish Mathur, PMP, PMI-ACP
Editorial Content Credit :
Namita Gupta, PMP, PMI-ACP
- Capt. L. N. Prasad
PM Footprints: During the month two PM Footprints
session were held.
thOn 7 December 2017,
Mr. Athar Sayyad, Project
Manager ATKINS, spoke on
the topic “Project
Management Competency
Development Frame work”.
Continued on Page 7...
Chapter News
stOn 21 December 2017,
Mr. Nagaraja Gundappa, Chief
Consultant ACE a software
Delivery Training and consulting
firm, spoke on the Topic “Advanced
requirement practices for Agile and
Traditional Projects”. Both the talks
were well attended and received.
New Year Greetings: The President, Secretary and the Members of
the Chapter Board Wishes all the Members “Happy New Year and
Seasons Greetings” for the year 2018.
Volume - 5 - Issue 10 January 2018
2 Page
•
•
•
•
Possibilities (not locking yourself to a
single approach or solution, but
negotiating around a range of
possibilities, create a sense of joint
decision-making process)
Preference (by explaining your
thoughts and ideas, you seek to get
agreement on specific action that
should be taken)
Proposals (skills of persuasion
required, appealing to both logic and
emotions, showing at times
assertiveness in stating what you
want and to build the proposal
collaboratively)
Proactivity (leading the other person /
party to act and getting commitment
to proactive positive action)
Let's now talk about Scrum teams and
the three key roles each team has –
Development Team, Scrum Master and
Product Owner. Each of the roles has an
element of leadership and the very nature
of roles bring in a flavor different from
other roles. The strategy of Influencing is
necessary to have a conclusive outcome.
For example, the Product Owner (PO)
would be required to influence the
stakeholders or business users on which
Product Backlog Item (PBI) will be
prioritized and what business value it
would bring compared to the other items
in the backlog. On the other hand, the PO
would also be required to influence the
development team on adopting his / her
strategy or agree on the order of
development. The development team in
turn would have to influence the PO on
why a particular item should not be
prioritized for the current sprint (could be
due to technical issues, or dependencies
with other PBIs, or dependencies with
other Scrum teams). Development team
should also think about influencing the
Scrum Master (SM) to help understand
which components require more urgent
attention of theirs, or how a process
should be adopted based on the team's
requirements.
The Influencing skill comes to the fore
when the development team estimates
the PBIs; at this stage, the entire team is
required to estimate and come to a
consensus or a common ground that
nobody is opposing, though it may not be
their 1st choice.
The SM has the biggest role to play in
terms of influencing the PO, development
team, stakeholders, sponsors, business
owners (as and when required). The SM
must influence the PO and emphasize the
maximization of ROI from the
development team, or influence the
development team on an approach, idea
or a new concept to be introduced.
At times, due to business exigencies, the
PO may be required to change a PBI item
in the middle of the current sprint (going
against the Agile principles and values).
This is also the place where logical
discussions (with the development team)
take place and influence is required to
sell the concept of why a particular PBI is
more important and how would it hurt
the business if it's not not done in the
current sprint. Sometimes, during sprint
planning meeting, when the development
team has a little bit of spare capacity, it
needs to influence the PO to not push for
more PBIs but allow them to focus on
technical excellence, or reduce the
technical debt, or refactor the code /
design, or spend a few available hours to
learn a new feature, or experiment on
something that can be of larger use to
the system and project later.
What power cannot achieve, influence
can. It is a democratic tool that should be
used instead of power, showing the
influencer's ability to motivate people to
act according to converge to a mutually
accepted decision most beneficial to the
project or the organization.
There is no dearth of ideas or situations
where influence as a theory can be
applied to get the desired results for the
success of the project. Finally; a word of
caution: Influencing comes with a theory
of adaptability. As we say in Agile …
Inspect and Adapt.
Scrum development is a structured and
an interactive methodology. The peer to
peer roles are of equal standing. The
success is in gaining consensus by
influencing other team members.
Influencing people is essential in life.
More so in a project or an organization or
a relationship. At all times your position
does not automatically lend itself to make
people do things your way. Influence can
subtly help in achieving this objective.
These skills have to be developed over
time.
How can you influence different and
diverse set of stakeholders? There is no
single standard approach or technique.
Even with the same stakeholder the
techniques would be different for different
situations. It is a tactical game, more
situational than person oriented.
Experience is built by reviewing the
outcome of previous situations to become
a more influential leader and a more
powerful contributor to your
organization's on-going success.
Influence has more de-facto power than
formal position.
Influencing as a strategy would work
when you start to identify your own
personal value and that of others; it is a
dynamic process, highly dependent on
situational factors. In addition, to be a
successful influencer, you will need to
understand human psychology, social
psychology and dynamics of organisation
politics, technical competencies are just
not enough. It is important to note that
you cannot influence what you do not
understand.
From my experience the following steps
have helped me develop this skill
Preparation (intelligence gathering,
mental preparation)
Pleasantries (rapport building and
management of impressions)
Position (reaching a collective
understanding of the current
situation)
Problems (coming to an agreement
about the issues associated and build
a case around it)
•
•
•
•
PM Article- Ajay Kabra
Influence and the Scrum Team
Volume - 5 - Issue 10 January 2018
Page 3
them to use what I've built? I wish I
could say that those thoughts never
belonged to me, but instead all I can
offer is that I grew up and grew a tad
wiser.
Technically there's usually a
right way and a wrong way to solve a
problem. It took me far too long to
recognize that technical considerations
are not the only important aspects when
solving a problem. Business
considerations, usability issues, cost
factors and even aesthetics are all
equally, if not more, important. As a
techie I always had all the answers, even
when I was ignoring the questions.
I've my own way of learning.
When approaching a new technology I'll
skim the manual to find out “what can be
done”, and pay no attention to “how to do
it”. My memory is (was? Sadly I'm older
now) good enough to lead me back to the
exact page necessary when I needed to
do something. I absorbed the broad
brush strokes of technological concepts
and ideas. I expected everyone to learn
the same way I did. I allowed no
deviation from what worked for me and
puzzled over why this frustrated my
clients and why their knowledge wasn't
advancing.
I worked hard to upgrade a
user's system to the latest version of
their primary application. It increased
their capability ten-fold. I expected
gratitude from them for making their
lives easier! What do I get? Complaints
and whining! Discontent with this and
that! Don't they appreciate what I'm
doing for them? It took me a long time to
appreciate their point of view that I
hadn't done anything “for” them, but I'd
done a lot “to” them. For starters, I'd
taken away their status quo, their
competence, usually without asking their
permission. The result? Totally
unnecessary resistance to change
brought about more by my attitude than
by the technology.
Infallible:
Inflexible:
Infuriated:
Knowing the solution to a problem before
others are even aware that something is
'wrong' is deemed by some as concrete
proof of their elevated expertise. Fair
enough. Unfortunately from everyone
else's perspective, those solutions -
seemingly disconnected from the issue at
hand - lack credibility and are deemed
unconvincing.
Ironically, just as everyone else is totally
unaware of the original problem – never
mind the solution - the expert is blissfully
unware that no-one else has any clue
what they're talking about.
This disconnect in awareness is both
problematic and teeth grindingly
frustrating to the expert; who is only
trying to create positive Change by
solving an existing problem. The expert
(I speak from the experience of being a
card carrying geek/nerd in my younger
days) knows they are right and if others
would only listen to what they have to
say? Then we could quickly solve a
problem.
This miscommunication between those
who are aware of a solution and those
who are unaware of the problem is one of
the root causes for failed Change
initiatives.
The Change Management problems we
encounter aren't directly generated by
this knowledge gap, but by how the
experts chose to address this inequity of
understanding.
Based on my own growth towards
understanding this thing called “Change
Management” here are some of the
mistakes I've made and the lessons I've
learned over three decades in the IT
industry, and since I've used 'I' a lot… I'll
continue the trend.
Sadly, I wasn't always aware
the gap existed. I assumed that everyone
I spoke to understood the problem as
well as I did. I don't notice when the
person I was talking to stopped listening
and or their eyes glazed over. I was
Ignorant:
totally oblivious to the lack of
communication taking place.
Listen to those who 'know',
talk about those who don't, regardless of
the area of knowledge – Technology,
computers are two good examples.
Admittedly some of it is hilarious -- I'd be
disingenuous to claim otherwise.
Appreciating slapstick humor is a human
quirk and beating ourselves up because
we laugh at banana peel jokes is
pointless. We Laugh. Get over it. As long
as my humour remained a private vice I
was okay, but when I allowed it to
negatively affect my client relationships
then I deserved to fail.
When I did become aware of
the gap, I didn't pay it the respect it
deserved. I figured that if the listener just
tried harder, or if I spoke louder and
slower, that they'd get it. Needless to say
this was the wrong approach. I failed and
my clients were increasingly frustrated.
After I became aware of the
gap, I still considered it to be their
problem, not mine. My belief was that I
was paid to implement solutions to
problems, not to get others to embrace
my solutions. I never realized that the
solution to the miscommunication
problem was mine to seize, at the time I
was young and naive. I'm older now.
Life would be so much easier
if I didn't have to wait for others to catch
up! Why can't everyone understand this
as well and as quickly as I do? Why do I
have to wait while they learn? Or worse
yet, why do I have to be the one to teach
Incivility:
Irreverent:
Indifferent:
Intolerant:
PM Article
- Peter de Jager
Continued on Page 7...
The Expert's Dilemma
Volume - 5 - Issue 10 January 2018
detailed analysis of a past event, or an
evaluation of the release quality of a
product? The expectations differ for each
of these scenarios. For example, during
an overview of a new initiative, the
Executive may want to know what drives
this initiative, why is it needed, what is
the investment required, what is the
expected return on investment or the
break-even point, etc.
While reviewing a detailed analysis of a
past event, the Executive may want to
know what were the causes of a certain
outcome, what could have been done
better, what corrective actions can be
taken in future, are the learnings
documented so that the same errors do
not recur.
While evaluating the release quality of a
product, the Executive may want to know
about the product quality, scalability,
open issues that may impact customers,
risks to meeting deadlines or
commitments, risk mitigation plans, and
so on.
Unless you align your data with the
Executive's expectations, even the best of
your presentations will fail to create the
desired impact.
Executive meetings invariably have a
theme or agenda. The theme/agenda
should drive the presentation content.
Everything that you present to an
Executive should enable decision-making.
Gather all the relevant data and distil the
most important facts to help the
executive make a decision.
For a consulting or professional services
organization, utilization, productivity and
billability will be the top most metric. For
Provide information that helps
make decisions
every resource, they would look at the
utilization versus the fully-burdened cost.
For an R&D organization, the same metric
may be construed as capacity versus
load. It may also be measured as
investment per resource versus the
business value generated per release.
You, as a presenter, should align your
data based on your organization's overall
goals. Keep your executive's priorities in
mind while creating the slides and the
talking points.
Sometimes, despite knowing the
agenda/theme, you may not know the
expectations of the executive audience.
In such cases, you can get the context
right from the organizers or senior level
leaders from the executive's staff.
Some Executives may be data-driven.
Some others may prefer live
demonstrations. You should identify the
preference and tailor your presentation
accordingly. Apply the 5/5/5 rule when
creating slide decks. No slide should have
more than 5 points. No point should have
more than 5 words. Finally, no more than
5 text-heavy slides should be shown in a
row.
For a data-driven executive, you may
show slides with readable graphs. You
also need to keep the background
numbers and supporting data handy to
answer queries, if any. If the executive
prefers demonstrations, you may pre-
record the workflow and play it during
the meeting. At all times, you should
ensure that the data of executive interest
is covered well.
Many a times, what you want to say is
quite different from what you actually
say. Executives appreciate clarity of
thought and good articulation. Write
down your talking points for every slide
and get them reviewed. Some important
points to consider are:
Is your slide complementing your
talking points?
Present data to create an impact
Articulate well
•
Visualize this scene in the quarterly
business unit review of a software house.
Over 50 people across time zones are on
a call. The first speaker - the R&D
Director - begins to present his slides.
Within the first 30 seconds, the Senior
Vice President (SVP) interrupts him and
asks some key questions. The Director
answers some of them well but fumbles
on some others. What the SVP wants to
know is covered in bits in later slides.
Then the next speaker starts with a data
loaded presentation. She is unable to go
past her first slide. The SVP asks
numerous questions that completely
derail her flow.
By now, the other presenters start getting
jittery. They know what is in store for
them – a similar fate or even worse. The
marathon review ends after two hours.
Every speaker comes out with mixed
feelings. Some people are embarrassed,
while some others are puzzled.
What went wrong? There was obviously a
huge disconnect between what people
were presenting and what the executive
wanted to know.
Does this sound familiar? At some point
in time, we all would have witnessed such
a scene. What does it take to make a
successful presentation to the
Executives? Let us call it the PEx
(Presentation to Executives) quotient -
PExQ. Here are some building blocks of
the PExQ.
Time is precious. Executive time is even
more precious. You, as a presenter, must
consider why an Executive sits through
the session. Put the important
information first. The first few sentences
should cover the gist of your
presentation. This will set the context and
enable the Executives to decide what's in
it for them.
You have to figure out what is expected
from the presentation. Are you presenting
an overview of a new initiative, or a
What's in it for the Executive
Gauge the Executive-level
expectations
4 Page
PM Article
- Sanjivani Iyer
6 Things to keep in Mind whilePresentating Information to Executives
Continued on Page 7...
Volume - 5 - Issue 10 January 2018
Page 5
PM ArticleRe-imagining Project Managementfor Technology Based Businesses
in the New Era- Prakash Hegde
new age business realities, through a set
of operating paradigms:
With Agile methods being the de-facto
delivery models in order to deliver
functionalities at speed, time boxed
commitments have become the order of
play. From allocation of resources and
doing resource loading to arrive at the
timelines for delivery, Project Managers
now need to figure out an optimum
capacity planning model to deliver a set
of functionalities in a customer required
timeframe.
Forward mile stone based planning may
no longer be relevant. Backward planning
from a pre-determined end date is
becoming the norm. Associated tradeoffs
need to be managed with an non
negotiable end date.
Customer requirements and priorities
change rapidly. Ability to make sense of
uncertainty and put in risk controls that
will mitigate the risk of the unknown and
yet not impede agility is a balancing act
that Project Managers are being called
upon to practice. Project Managers need
to perform Quantitative risk modelling
with what- if scenarios and this will be
more important than traditional
qualitative risk models.
In order to differentiate, it is important to
go beyond contractual “deliverables” to
understand and create and deliver Value
differentiators. Delivering customer
focused innovations will go a long way in
enhancing customer experiences and
loyalty. Project Managers need to figure
out a way to understand and practice
value delivery while maintaining hygiene
on deliverables.
1. Re-imagine the Project Triangle
(the tale of the inverted pyramid)
2. Time to Value OVER Value to Time
3. Dealing with Unknown-Unknowns
4. Delivering Value , not just
traditional “deliverables”
The changing Business context: a
Preamble
In the new industrial revolution fuelled by
an explosion of digital technologies, the
traditional business models are
undergoing a change. Businesses are
discovering newer ways to seek, engage
and retain customers, deliver value and
monetize their core competencies.
“VUCA” is the term used to characterize
the business environment in current
times:
• V-Volatility : The nature and speed of
changes is high.
• U-Uncertainty: the lack of
predictability, high elements of
surprise.
• C- Complexity: multiplicity of issues,
lack of linear cause-effect
relationships.
• A-Ambiguity: inability to decipher
what is “real”, what direction
technology/business may take.
The advent of digital technologies has
changed the playing field and rules of the
game for industry:
• Traditional large businesses now find
competition from smaller start ups.
• Traditional large businesses now find
competition from players from a
different industry (Google making
cars, Uber disrupting the
transportation business, Amazon
building data centers , Reliance in
telecom etc).
• Heightened consumer awareness and
participation means consumer is
calling the shots on “requirements”.
• Consumer participation on social
platforms means real time “likes” and
“feedback” and “complaints”.
• Increasing choices means customers
are calling the shots on prices and
value.
• Customers are getting impatient with
timelines and they need everything
delivered “now”.
The question then really is about:
• What are the implications on Project
Management?
• How do we align Project Management
practices to continue to be relevant to
the evolving times?
• Is it time to re-imagine the Project
Management models?
Let us explore how the traditional Project
Management practices might need to be
re-visited to align them better with the
Implications on Project Management
Re-imagining Project Management
practices
Project Managers need
to perform Quantitative
risk modelling with
what - if scenarios and
this will be more
important than
traditional qualitative
risk models.
Continued on Page 6...
6 Page
Volume - 5 - Issue 10 January 2018
5. Estimation as a practice versus estimation as an art
6. Planning the communication vs just Communicating
7. Quality Assurance and Control to “Prevention”
8. Procurement Management to Managing the ecosystem of
partners
9. Monitoring and Control to Demonstrating and
Integrating feedback
Traditional estimation practices were done at a project level and
were built on reasonably know requirements; re-estimation was
encouraged at every change in requirement or when requirements
were elaborated. Focus is now to do “just enough estimation” to
get execution going; and do rapid changes as new information
comes in. Learning from immediate experiences and weaving back
the feed into estimation and continuous re-negotiation with
stakeholders is becoming the name of the game. Project
Managers need to be skilled in the art of rapid re-estimation and
negotiations.
Rigid communication plans of the past may be passe'. With a
plethora of collaborative platforms available, communication can
be done real-time on multiple platforms. Project Managers will
need to keep the stakeholders engaged with real time
information updates using the mediums at their disposal.
Quality now needs to be “built in”; so predictive models that help
focus on prevention are becoming more useful than reactive,
discovery based reviews and inspections.
Focus and time may now need to shift from evaluation, selection,
monitoring to enabling and engaging the partner ecosystem to
drive value for customers.
Traditional time based monitoring and control may need to give
way to actual and frequent demonstration of products/services,
obtaining feedback and making rapid course corrections. High
degree of customer engagement in the delivery process and
continuous feedback enabled through automation, may be the key
to keep the project on track.
With a large number of nextgen, digitally born workforce entering
into organizations, Project Managers may need to focus less on
managing and control and more on enabling, sharing and
mentoring people in order to unleash potential for project and
organizational impact.
The days of laborious mpp based planning may be over. The
critical success factor could be the ability of Project Managers to
respond to daily changing plans and align and manage resources
and execution to meet ever changing customer expectations.
These are interesting times in Project Management. Project
Managers that pick up the above nuances and build and enhance
competencies accordingly stand to make huge impacts to
business; for those who don't, their future may become “VUCA”.
“There are people who make things happen, there are people who
watch things happen, and there are people who wonder what
happened – Jim Lovell.”
10. Human resource management to Human resource
enablement
11. Executing to Plan vs Executing to changes in Plan
In summary:
Re-imagining Project Management ... continued from Page 5
DID YOU
KNOWA. of managing benefits throughout the life of the project: Identify,
Execute, and Sustain. Successful BRM consists of 3 main areas i.e.
• Identify benefits: to determine whether projects, programs, and
portfolios can produce the intended business results.
• Execute benefits management: to minimize risks to future benefits
and maximize the opportunity to gain additional benefits.
• Sustain benefits realization: to ensure that whatever the project or
program produces continues to create value (post implementation).
Often times projects that are termed successful using traditional
measures of success (i.e. scope, time, cost, quality etc.), fail to deliver
the benefits for which they were undertaken. Very few organizations
monitor and measure the benefits that projects and programs deliver.
The success of a project or program lies in achieving the intended
benefits (benefits realization).
[
Benefits realization management or BRM incorporates the activities
Source - Internet]
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revert for any further clarifications
Volume - 5 - Issue 10 January 2018
Page 7
E&C PM Footprints: The Footprints session of the E&C forum
thwas held on 16 December
2017.
Mr. Vijay K Paul, COO, NetServ
Technologies and Immediate
Past President PMI Bangalore
India Chapter, spoke on the
topic “Conflict Management
Competency for PM's
Effectiveness”.
The second speaker for the day
was Mr. Nagesh Ramamurthy,
Project Management
Professional. He spoke on the
topic “Meetings Matter”. Both
the talks were well attended
and received
Training classes
th th th thwere held on 09 , 10 , 16 and 17 December 2017.
PMP QUEST:
Chapter News ... continued from Page 1
problems, and there's no ready
manual to read, but they're not
impossible to solve. It just takes
intelligence, patience and a desire
to solve difficult problems. Things
we pride ourselves on quite often.
Incompetent: Finally I became, not
only aware of the gap, but I
recognized that as the person who
arrived at the solution, I was also
the person best positioned to get
people to embrace it. There was
one small problem. I had no clue
how to get people to move willingly
from an old way of doing things, to
a new, improved and better way.
That's when my job became
Interesting.
© 2016 Peter de Jager – If you'd
like to view a presentation on this
topic? Head to:
https://vimeo.com/110568639
You can discuss this concept with
Peter at [email protected]
Impatient:
Insufferable:
Irrational:
“But it's just common
sense!” the naïve techie cries in
frustration as a user fails to get
what the techie considers so
obvious that it defies teaching.
That naïve techie was myself. I'd
forgot that it takes time to learn
something. My assumption was
that this was easy for everyone. It
wasn't, and still isn't. Pushing
them only caused them to push
back. I was creating my own
problems because of incorrect
assumptions.
Pretty much sums
up how our users see experts.
Given some of the sins listed here,
who can blame them?
Change is difficult. It
can't be managed. Users will never
understand what we're trying to
do, so why bother trying? These
are the perspectives of a technical
problem solver who's given up on
common sense. It's a short
sighted, career limiting vision.
Granted, people problems are far
more difficult than technical
The Expert's Dilemma ... continued from Page 3 6 Things to keep in Mind ... continued from Page 4
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Speak clearly and at a moderate pace
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Are there any contradictions or errors?
Can another person understand your presentation
in the same way as you intend?
Pace can be a major hindrance in communication
especially when the Executive meetings happen over
a call or Skype. In a Skype meetings, there may be
attendees from multiple locations, cultures and time
zones. You have to sustain the attention of your
Executive audience using your voice alone. You can
make the maximum impact if you understand good
voice techniques. Some key techniques are given
below:
Speak at a pitch that is slightly lower than your
normal one.
Speak slightly slower than usual.
Modulate your voice and pause at the right time.
Rehearse your presentation in front of a mirror.
You can also record yourself (audio or video) to
evaluate your own performance.
Presentation skills only get better with practice. Lap
up every opportunity to present to Executives and see
your PExQ grow.
Happy presenting!
You can send your contributions / Articles / queries to :
or
Please note that you do not need to be a PMI or
Chapter member to contribute articles for
PM Essence and participate in Chapter events.
Volume - 5 - Issue 10 January 2018
PMI Bangalore India Chapter# 13, Suryastan Apartments, Andree Road, Shanthi Nagar,Bengaluru - 560 027, Karnataka, India
[email protected] +91 80 6583 3671, +91 80 2211 5772, +91 98868 14078http://www.pmibangalorechapter.org
ValueWorks; [email protected]
PM Essence
Disclaimer
“The mission of PM Essence is to facilitate the exchange of information among professionals in the field of
project and program management, provide them with practical tools and techniques, and serve as a
forum for discussion of emerging trends and issues in project management. PM Essence is YOUR
Newsletter and Bangalore Chapter welcomes story ideas and/or suggestions to make it still better. More
information can be found on the Chapter's website.”
All articles in PM Essence are the views of the authors and not necessarily those of PMI or PMI Bangalore
India Chapter. Unless otherwise specified, it is assumed that the senders have done due diligence in
getting necessary copyright and official clearance in respect of all letters and articles sent to PM Essence
for publication. PMI Bangalore India Chapter is not responsible for loss, damage, or any other injury to
unsolicited manuscripts or other material.
Technology Support : Ramesh Chandra Pathak, PMP
For any queries or suggestions, please write to Muktesh Murthy, VP Membership, PMI Bangalore India Chapter at [email protected]
Pre-recorded webinars to claim PDUs, http://www.tidalshift.ca/pdu-webinars/
8 Page
PM Member’s Corner
We welcome all new
members and thank
members who have
r e n e w e d t h e i r
m e m b e r s h i p i n
December 2017.
Appended is the list of
a few FREE web-
b a s e d s e m i n a r s
( w e b i n a r s ) f o r
January 2018, we
have shared same list
to your registered
email; this is a good
opportunity to earn
PDUs to maintain
your credentials.
The Lighter Side of PM
Retention
60.00%
40.00%
20.00%
0.00%
01/01/2017
01/01/2016 01/01/2018
04/01/2018
Chapter Events
Chapter Events in Feb. 2018:
24
SAT
17 18 24 25SAT SUN SAT SUN
1
17
15
THU
SAT
THUPM Footprints
E & C
Footprints
Membership Count
2,000
1,500
1,000
500
0
2,500
01/01/2016 01/01/201804/01/201801/01/2017
3,000
PMI Bangalore India Chapter - Member's Speak
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After I decided to write PMP Certification, I joined PMI Bangalore Chapter, as I can get
required support here - Mr. Peyush Agrawal, Program Manager, Wipro
PMI will provide me networking opportunities, hence I joined to explore opportunities.
Ms. Sannide Joshi, Project Manager, AECOM
I need to complete my PMP Certification, PMI Bangalore chapter is one of the best option to
get support - Curie Kumar, Lead Program Manager, Harman
Best learning opportunities are available here for Project Managers in PM domain. We can
connect with Peers, network to learn and grow - Mz. Vinolin Praveen, Program Manager, Shell
I Need to complete my PMP Certification. Joined PMI to complete PMP certification with their
inputs, support - Mrs. Pallavi Raj, Technical Product Manager, Ericson
I am part of PMI Bangalore chapter to get timely help in completing my PMP Certification
Mrs. Arundhati Ravi, Manager, Syngene (Biocon)