Page 1
Thanks and Best Wishes
Soumen De, PMP
[email protected]
Page 1
Editor’s NoteEditor’s NoteDear 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.
Chapter News
Editorial Board
Murali Santhanam, PMP
Rama K., PMP, PMI-ACP
Shikha Vaidh, PMP, PMI-ACP
Soumen De, PMP
Vittal Vijayakumar, PMP
Volume - 2 - Issue 2 May 2014
-Capt. L. N. Prasad
Q. This method was developed
by Edward De Bono and provide a
framework for group discussion
and individual thinking to
facilitate unbiased lateral thinking
Chapter News
- Capt. L. N. Prasad
A Transformation Project -
Experience from MphasiS
- Sanu K Samuel
Reinventing ZERO Defect in
Software Development
- Rajesh Kumar Singh, PMP
PICDiS - A model for
implementing . . .
- Srividhya Subramanian
Work Performance - Now
and then
- Namita Gupta, PMP
The Lighter side of PM
- Rajiv
DID YOU KNOW?
Co
nte
nts
Continued on Page 8...
PM Enrich:
New Board Members:
th On 5 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.
thOn 12 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.
th th The 226 and the 227
fortnightly PM Footprints were held on April th th th10 and April 24 . On April 10 April Mr.
Srinidhi Prahalad,
CEO of Reinvento,
spoke on the topic
"Applying start-up
principles in virtual
project
management".
PM Footprints:
Page 2
A Transformation Project
- Experience from a large IT Company
2 Page
Volume - 2 - Issue 2 May 2014
PM Article
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:
1. The project is for internal stakeholders and hence
must have widespread acceptance to be
successful
2. The success criteria may not be that well defined.
The projects are led by a vision for the future.
3. Transition projects call for A-Teams to deliver
within very short timeline overcoming all
resistances.
4. Change projects must have plans to sustain the
change, as no change will sustain automatically
and things may revert back to old ways.
Given such uncertainties and resistance, how can
the management be sure that the Transformation
Project has a chance to succeed.
So says Boston Consulting Group. DICE ® stands
for,
Duration of the project (D) - Larger the score,
the longer the duration
Integrity of the team (I) – Lower the score, the
better the team
Commitment (C1) and Capability (C2) to change
– Lower the score the better the capability and
commitment to change
Effort required from the employees – Larger the
score the larger the effort
If you have the numbers it is easy to determine
whether the transformation would succeed using
the following scoring guide:
DICE Score = D + (2 x I) + (2 x C1 ) + C2 + E
Lower the scores, the greater the chances of
success.
Simple. Roll the DICE ® !
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Sanu K Samuel
Who would be your person to run the Transformation Project
A Project Experience:
Step 1 – Establish Vision:
Step 2 – Define the Charter:
Step 3 – Create Buy-in:
Step 4 – Enabling Transition:
Look at the chances of success of people with different leadership styles:
Studies show that the Strategist has greater chance of completing
Transformation Projects better due to the collaborative skills.
This is a real project experience from one of the
large IT companies in India. The name has been intentionally withheld.
The project was initiated under the auspices of
CEO to introduce significant improvements in service delivery.
The CEO set up a team of top leaders in
delivery to expand the vision and come up with a Project Charter that also
provided some directions for achieving the vision. The key problem
identified was that most of the projects delivered by the company were
being managed as semi-staff augmented engagements, with limited control
over the outcomes. The team agreed on the vision of moving majority of
these engagements to managed delivery over the next 3 quarters, with a
set of measurable attributes to define the success.
The massive communication drive that followed
clearly focused on the key issues presently faced by the teams and by the
customer, the need for changing from staff-augmentation to managed
delivery, the key challenges in making such a change, the resources and
assistance that would be at the disposal of the projects covered under
transformation, the role play expected from the project teams and the plan
for achieving the change.
To be able to run the transition projects it
was estimated that the project managers and extended teams will be
required to spend 10-15% of their time on the transformation project. To
facilitate this, resources were infused into the projects to the tune of 15%
so that spare time could be created to focus on transformation.
A dedicated PMO was set up to manage collection and dissemination of data
related to these projects.
There were focused efforts in identifying and recognizing employees who
took initiative to demonstrate success.
A Transformation Project
- Experience from a large IT Company
Continued on Page 7...
Page 3
Reinventing ZERO Defect in Software Development Rajesh Kumar Singh, PMP, Mindtree
Page 3
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Approach the customer with consistency and
confidence
Give the customer freedom of choice by
offering product and services
Reduce the total cost of ownership by reduce
post sale service requirements
A software malfunction can generate costs that
are extremely large compared with the cost of
system development. In a normal software
project, 'Cost of Quality' (aka CoQ) is defined as
the cost associated with - Negative Cost (Rework
in fixing defects, Wasteful effort in developing
non-conforming requirement, Unacceptable
software) and Positive (Prevention, Appraisal)
Cost.
Based on an
Emerging theory of
the Economics of
software quality,
there is serious
need to look at the
project
management
aspects which
could impact the
Negative cost as well Positive cost of quality. As
a normal industry standard CoQ of the project
does varies in the range of 45% to 55 % of the
total cost of the project. It is a big pie of the
project cost which is just used to ensure good
quality of the product or deliverables.
As a general study, cost burden on the consumer
due to bad quality and rework is around 18 to
22% of the total budget of the projects post-
delivery. The current trend of CoQ on the
product is relatively higher in software industry
compared to other industries like manufacturing.
As per the software industry analysis,
experienced programmers are producing
software with about 100 defects per 1000 SLOC.
Product and cost associated with Defects
CoQ led Systematic Approach in Project
Management
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 cost but both these
factors are external which could
not be used to control the cost
of products.
Entry barrier in the product
development space is gradually
coming down which is
increasing the competition
exponentially. Successful
enterprises are continuously
reinventing themselves and
going for newer product suits
and services with improved
product life cycle and lower cost
of ownership.
Management is relying more
and more on successful projects
to become innovative and more
efficient. Transformation in
business is key to remain
efficient and valued to the
customer. Successful projects
have become key success factor
for survival and excellence of
the organizations.
Volume - 2 - Issue 2 May 2014
Continued on Page 5...
To support this strategy, Project
Management and Software Engineering, two
vital streams involved in the development of
strategic products are becoming most
common approach. Success rate of projects
across the industry is still lower than 40%
which is not an encouraging indicator.
Perfection in planning and execution is
critical to minimize the cost of the products
which is vital to rejuvenate the business.
Relevance of Project management principles
and processes need to be supported by
software engineering concepts, organization
and industry's baseline data and matrices
more than ever. Role of project management
and manager has become as a leader in the
ecosystem of business transformation of the
organization. Bringing synergy and
synchronization in these two streams is
critical to bring efficiency in product
development which are essential for
successful roll outs in time and reduced cost
of support which is essential for bringing the
overall cost of ownership by the consumer.
The software engineering need to be
backward integrated to Re- Architect the
Project Management which is essential for
Business Transformation and happiness in
the mind of consumer in terms of cost and
quality.
Currently the business is facing multi-
dimensional issues in fulfilling the demand
of the end consumer. Consumer is always
demanding the product with very low cost of
ownership, improved level of satisfaction
and quick return on investment on the
product.
Enterprises are taking the route of projects
to come up innovative products which could
transform the business. Business has few
alternatives which could be taken to
transform the business but core of the each
alternative is to
Improve the customer satisfaction
Challenges faced by Business
•
Reinventing ZERO Defect in Software Development
PM Article
Page 4
PICDiS – A model for implementing Gamification
methodologies for 'Employee Engagement'
4 Page
Volume - 2 - Issue 2 May 2014
2.2 Solution: How Gamification can
address this?
2.3 Characteristics of Work and Play
2.4 Gamification Process
It can be an integrated platform for the
organization to improve the other aspects of
employee engagement like career development
and talent acquisition. Some of the unique
advantages of gamifed recognition programs
over other mechanisms are listed below.
Promotes social recognition
Regular ongoing appreciation
Wider coverage across the organization by
not restricting to time bound performance
based rewards
Promotes peer recognition
Promotes culture of recognition across the
organization
Work and play have many commonalities,
which models employee engagement process
due to which it is feasible to gamify work.
Some of the common characteristics are
described below.
Gamification involves proper application of
“Game Design”, “Game Mechanics” and “Game
features” to non-game areas, in this context
R&R.
Game Design: Process of creating the rules
and content of a game.
Game Mechanics: Building blocks that can be
applied to gamify any non-game context. E.g If
you have are a frequent user popular games
like of “Angry birds”, “Subwary Surt” you would
see that as you progress, you reach various
levels, and you finish each levels, you get
bonus points, additional chance etc.
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Game Features: These are the
basic elements which help to create
a game play: E.g, Avatars (you can
choose different characters),
activity feeds, Leader board etc
Gamification involves significant
initial planning effort, continuous
ongoing support and
development
Large scale rollout across
geographies and business units
Constant communication across
the various layers of the
organization to ensure buy-in,
successful implementation and
rollout
Employee pulse and feedback
The below model provides a
systemic approach covering the
various project management
aspects involved, from requirements
to rollout.
Why are you doing this/reason
for gamification?
What are your goals?
What are the expected
benefits/outcomes as a result of
gamification?
Identify the sponsor
Review the goals, expected
benefit with senior management
and sponsor
2.5 Key Challenges in
implementing Gamification
2.6 Prepare (Planning Phase of
Project Management)
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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 actions to business
outcomes. Gamification being a relatively
new area, this article describes a model
PICDiS (Prepare, Identify, Communicate,
Deploy, improve and Sustain) for
implementing gamification methodologies
as a framework, tool for Employee
engagement.
Current R&R methodologies/programs
have serious short comings. They
address the hygiene factor and don't
improve engagement.
In addition other short comings are
They don't cover wider population of
the organization (especially in large
corporate only small % of top
performers are covered)
provide newer ways of social
recognition
don't improve intrinsic motivation
are event driven
Due to this there is a constant challenge
for the organizations to sustain any R&R
program to improve employee
engagement. Lack of engagement leads
to lower productivity, low morale,
missing business commitments.
According to a survey many companies
say employee engagement is their top
challenge for 2013.
2.1 Challenges/Opportunities
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Srividhya Subramanian, Hewlett Packard
Continued on Page 5...
PICDiS – A model for implementing Gamification
methodologies for 'Employee Engagement'PM Article
Page 5
Page 5
Volume - 2 - Issue 2 May 2014
Professionally managed commercial
companies are trying to remove at least 98%
of these before delivery. Successful large
project performance rate is still low (< 40%)
but improving. Runaway or failed projects are
still common (e.g. the cost of canceled
projects in 1995 for the US IT industry was
estimated at $81B.
'Zero defect' can be adapted to any situation,
it is a philosophy, a thought or a movement.
Zero defects is always discussed among the
industry experts that if it is ever attainable.
Zero defects are NOT about being perfect - it
is about looking at the things differently:
Recognize the high cost of defects at the
later phase of the execution cycle and post
release of the product
Continuously think of the places and
phases where cracks could be introduced.
Work proactively to address the cracks in
systems and processes, which allow
defects to occur.
Zero defects is a bench mark, it is a measure
against which any system, process, action, or
outcome can be analyzed. Zero defects is the
goal, every aspect of the business could be
subject to scrutiny to see the scale of
deviation from the bench mark.
In general, software product development is
dependent on well-coordinated synchronized
behavior of People, Process and Technology.
It has been successfully demonstrated by the
manufacturing industry to achieve Zero
Defect to help the organizations to transform
their business. The payoff in the software
development is very high, 30% to 50% of the
product life cycle cost is wasted as the cost of
poor quality. The effective alignment of
project management principles with Software
engineering processes guides and ensure
efficiency and effectiveness in the process
which helps to preserve the scarce resource
which is fed back in the retained earnings
kitty of the enterprises which is used to brings
transformation in the business even in the
stormy economic condition. Zero Defect
approach is capable to reduce the cost of the
product by almost by 30% in the software
industry through adhering to the basics of the
software engineering.
To improve the CoQ, focus on 'Zero
Defect'
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Reinventing ZERO ... continued from Page 3PICDiS a Model for implementing ... continued from Page 4
2.7 Identify (Requirements Phase of Project Management)
2.8 Communicate (Execution and Tracking Phase of Project
Management)
2.9 Deploy (Rollout phase of Project Management)
2.10 Improve and Sustain (Maintenance phase of Project
Management)
Identify the IT requirements
Consider ability to customize the tool
Ability to integrate with corporate intranet/in house tools/data base,
Flexibility in user access control
Ability to come out with new enhancements in 2-6 months' time frame.
Ability to run on internet( for employees on the move) without
compromising corporate firewall/security requirements
Choose the appropriate vendor based on the above ( e.g Badge Ville).
Develop a communication plan covering the various aspects/phases before
launch, during implementation, rollout and post rollout. In addition periodic
reviews with the sponsor and stakeholders.
Before launch(indicating the program details)
Posters across the company( paper and electronic)
Teasers- emails
Posts in Company Intranet-Social media platforms
Word of mouth
For successful rollout, identify rollout champions across the organization
who will act as cheer leader.
Check if there are any restrictions in rolling out the program in certain
regions/countries
Training sessions to line managers since they are the direct contact to
employees and key for employee engagement
Have the communication plan in place covering
Launch Message from HR Leaders since many of the employee engagement
initiatives are driven by HR
Messages in Company Intranet-Social media platforms
Senior Management videos
Resources and Training for People managers
Employee resources: Tool usage/handbook/FAQs etc
Develop the feedback and response mechanism.
Feedback through Surveys, Reporting tool issues to a mailbox
e-mail feedback and Word of mouth
Tool enhancements
Communicate periodically through Periodic Newsletters, capture employee
experience videos/messages.
Many companies like HP, EMC, SAP, Microsoft, Deloitte (Gamification of DLA-
Deloitte Leadership Academy), Google, Salesforce.com have started
implementing gamification methodologies and seeing positive results.
EMC has integrated Gamification engine and launched as part of their R.A.M.P
(Reputation, Awards, and Motivation Program).
Gamification in the enterprises is evolving as emerging trend.This framework
along with the game design/features for rewards and recognition facilitates
improving the employee engagement thereby enabling business performance.
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Page 6
Work Performance – Now and then
6 Page
Volume - 2 - Issue 2 May 2014
Namita Gupta, PMP, PMI-ACP (UIDAI)
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/wh
en/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
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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.
thConsidering this PMBOK 5 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 thtowards 4 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.
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?
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Work Performance – Now and then PM Connect
Page 7
Page 7
Volume - 2 - Issue 2 May 2014
Namita Gupta, PMP, PMI-ACP
Ms. Namita is presently the Application Manager at UIDAI, Bangalore. She recently completed her PMI-
ACP 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.
PM Accomplishments
Starting from the December 2013 issue of PM Essence, we have added a new section to the PM Essence to celebrate the
professional accomplishments and significant milestones reached by the readers. PM Accomplishments is YOUR section for
sharing the joy of professional achievement with the rest of the community an inspiration for others to follow. Please share
details of your achievement in not more than 50 words and send it along a high resolution picture associated with the
accomplishment with the Chapter for publishing in PM Essence.
Certain rules apply:
1. The accomplishment must relate to project management profession. Please do not send information on promotions, new job,
new role and other routine events.
2. The accomplishment must be within the last 6 months.
3. The entries received will be evaluated by the Chapter and selected accomplishment(s) will be published in the Essence of the
following month.
Please write to [email protected] and share details of your accomplishments and steal the limelight.
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]
Step 5 – Make Course Corrections: Carefully planned feedback
loops were introduced into the project to understand the challenges
faced by the projects to achieve the outcomes and additional
support was provided where required to help projects achieve the
results.
Top management reviews were held every 2 months, and reviews
with the local leadership were held every week.
Results from the transformation project
Number of projects running in managed mode tripled within 3
months
All projects on a delivery dashboard tool for monthly vertical
leader review
Lead-indicators as focus of review for risk reduction and delivery
performance assurance, also other key aspects around managed
service
Customer satisfaction scores went up significantly
Red projects dropped significantly to almost zero
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A Transformation Project ... continued from Page 2
Page 8
8 Page
Volume - 2 - Issue 2 May 2014
PMI Bangalore India Chapter# 13, Suryastan Apartments, Andree Road, Shanthi Nagar,Bangalore - 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.
The Lighter Side of PM
In our last edition, we had asked you to
express your thoughts in 10-15 words to
continue the following sentence
and the best response is . . .
... and the Winner is
“A good project definition
significantly increases the
chances of project success as
…….....................…. ”
good project definition helps
in capturing all the business
needs and thus satisfies all
the stakeholders”
Srinath Devarshetty, PMP
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.
This edition's slogan
Please provide your response by
28th May 2014
Chapter will select the best slogan
and felicitate the winner during a
Chapter event.
[email protected]
“Earned value provides the
crystal ball view of my project
outcome as ....................…. ”
Chapter News ... continued from Page 1
thOn April 24 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.
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 thwas held on 12, 13, 19, and 20 at Hotel Royal Orchid Manipal Centre, Dickenson
Road near MG Road.
The one day foundation program on Agile for those
who want to have an exposure to Agile concepts was conducted by the Chapter on th26 April 2014. The overwhelming response to the course was very encouraging.
thThe next Agile Foundation Program will be held on 24 May 2014.
PM QUEST:
Agile Foundation Program:
