Visitus@ http://prakalp.pmimumbaichapter.org [email protected]Contact on +912228792194 #PMIMumbaiChapter PRAKALP JOURNAL VOL 23 ISSUE 9 SEPT 2017 PROJECT MANAGEMENT INSTITUTE - Mumbai Chapter Unit No. 642, Mainframe 1 - B Wing,Royal Palm, Aarey Milk, Goregaon (E), Mumbai 400065 INDIA http://prakalp.pmimumbaichapter.org Project Management Skills 1. Development of Mathematical Model for Business Processes in Information Technology Organizations 2. Humorous side of the Project Manager 3. Chanakya Teachings - How to be a Good Boss? 4. Beware - Stagnation is Dangerous
Project Management Skills1. Development of Mathematical Model for Business Processes in Information Technology Organizations2. Humorous side of the Project Manager3. Chanakya Teachings - How to be a Good Boss?4. Beware - Stagnation is Dangerous
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Provide a forum for project management professionals to
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Prakalp is published quartely by the Project Management Institute Mumbai Chapter. The mission of Prakalp is to facilitate the exchange of information among professionals in the field of project, program and portfolio management, provide them with practical tools and techniques and serve as a forum of discussion of emerging trends and issues. All articles in Prakalp are the views of the authors and not necessarily those of PMI Mumbai Chapter.
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Prakalp welcomes your articles, project success stories and/or suggestions.
We are back with bang a�er the long gap of last Issue which had covered the Annual Issue.
In this edi�on, we have brought all major elements of Project Manager who has to undergo processes, inculcates habits of humor to de-stress, be a good boss to his subordinates so that he creates a good team and possibly has to deal with the stagnancy in his lifespan.
First ar�cle has development of Mathema�cal model to understand the business process and its performance of an IT por�olio but nevertheless, a�er going through the ar�cle, I feel it can be applied across diverse industries.
Similarly, in the second ar�cle, Project Manager, is always stressed to perform amidst constraints of cost, �me and resources but despite creates humor in his expressions by applying project terminologies on his day to day life style due to his passion.
In the third ar�cle, Using the �ps of Chanakya, 3 step approach is provided to be a good boss and that can help in crea�ng good team that can achieve project success.
Finally, Project Manager, in all probability, develops stagnancy either in life or work place for one reason or other. This ar�cle has rudiments to guide us in a be�er manner to deal in this situa�on so that we are rejuvenated with bang and raise our bars to a�ain success.
Before, I sign off, please block your calendar on 18 th and 19 th Nov 2017 to par�cipate in AnnualConclave. Good Key note speakers have already been confirmed and assure that you will stand to gain to deal in this era of disrup�on.
Regards
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#PMIMumbaiChapter #pmnc16
From President's Desk
Bharat C Bhagat, PMP
President Project Management Institute Mumbai Chapter
At the outset let me thank you all for bestowing up on my shoulder a responsibility of President of the chapter and greet you in the first edi�on of your issue of “Prakalp” with a great fes�vity and strong economic vibra�ons
As we have passed through pain of demone�za�on, yet we have entered in new era of GST regime. On one side, we have seen on our strength at Doklam issue with China. At home we have managed to serve our industries with our long standing business and industry prac�ce with unstable market of demand and supply of commodi�es, money, material, and human resources and desired skill. In this era of disrup�on, we the chapter have organized 2 day mul� track flagship annual Event PMConclave17 on 18th and 19th Nov 2017 to the Project Management community for dealing be�er and a�ain success in your endeavors. I extend the warm invita�on to par�cipate, Contribute.
We at Mumbai chapter endeavors to share all contemporary knowledge on project management and its prac�ces by our several ac�vi�es such as Monthly two to three PM forums and other events at different venues, invi�ng prac�cing project managers to share their hand on project management related industry experience.
It is pleasure to inform you that Chapter has taken a big leap in organizing PgMP cer�fica�on training program jointly with AddOn Skills Pvt. Ltd to serve you be�er. Calendar is just on the offing to get enrolled and get success in your career.
We assure you that GOOD THINGS WHEN YOU JOIN PMI. I look forward to see you all in PM Conclave 17 and get more insights from all of you.
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Introduc�on: A number of informa�on technology (IT) business leaders are not sa�sfied with the impreciseness of the performance forecas�ng and controlling business models currently being used. To sa�sfy this long outstanding need for precision in forecas�ng and controlling business performance we have decided to explore the use of Mathema�cal Models (MM) for this purpose. Mathema�cs is inherently precise and mathema�cal modeling is a well developed science especially used by the scien�fic community for research purposes.
Mo�va�ng factors: The IT industry faces a number of unique problems, especially in the domain personnel management and project/program management.
Personnel in the not so old IT industry can be categorized into three �ers; the technical staff at the lowest �er, the management staff at the middle level and the leadership staff at the highest level.
The technical staff at the lowest �er is the ones that make up the bulk of the personnel in the organisa�on. They are in demand all across the spread of the IT industry and are thus most likely to jump ship for be�er prospects. In the IT industry, technology evolves rapidly and thus the skill sets in demand keep changing in a vola�le manner leading to some of the staff not having the requisite technical skills and thus becoming redundant, in turn leading to personnel being forced to move out. Thus the IT industry has to constantly ensure the applica�on of staff training programs, staff mo�va�on and mentoring programs and salary incen�ves based structures to avoid the nega�ve impact of staff a�ri�on and necessary staff trimming programs. Staff training can be both technical upgrades and management skills for team and task management. Salary incen�ves can be in the form of individual and team performances.
The middle �er employees who generally lead the project teams have their own set of problems in addi�on to the problems uploaded from the lower �er. They are generally accountable for the opera�ons and delivery func�ons of the IT business model. They have to deal with problems of technical staff not having the requisite capabili�es or domain knowledge. The organisa�onal set-up itself some�mes lacks the required level of technical infrastructure, the tools and u�li�es required to carry out the opera�ons. Technical staff is allocated to projects that require a different set of skills then the ones the staff have. The gap between capability requirement and availability is not adequately covered through training and knowledge sharing. To add to these exis�ng woes, the technology upgrades keep happening at very regular and very frequent intervals. Apart from the lack of capabili�es, the managers themselves are responsible for underes�ma�ng and under-budge�ng of projects resul�ng in unrealis�c schedules, budgets and delivery deadlines. The compounding capping of this management burden is the unrealis�c, evolving and vola�le requirements and expecta�ons of an untrained, not computer savvy, customer. The customers have an ever growing list of demands, some of them being self-conflic�ng, that their expecta�on are going to be met in the same budget and �melines. This brings in tremendous stress on the middle �er of management who face a very uncertain future for every project that they manage.
The IT industry business leaders have their own baggage of problems. They have to be compe��ve and be part of the leading technology group. They have to tackle hos�le takeover bids and be on the lookout for acquisi�ons to grow their own organisa�on. They have to find solu�ons to the problems faced by the lower �er staff. They have to constantly monitor performance across the organisa�on and weed out the non-performers. A constant pressure to stay compe��ve requires that they are constantly monitoring opera�ng costs. They need to monitor produc�vity and other indicators. This requires them to set up a metrics and produc�vity council to oversee that the performance targets are being met. The dynamic marketplace brings with it an abundance of fluctua�ng parameters that can affect the future of the organisa�on. These parameters include exchange rates, recessionary trends
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Abhay Juvekar
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Development of Mathematical Model for Business Processes in Information Technology Organizations
Research Scholar
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and technology trends. The percep�ons of the shareholders of an organiza�on's ability to create value have to be managed. This baggage of problems and other organisa�on specific problems makes predictability for the future a very tricky and unmanageable task for the IT business leaders.
These folks from the IT industry will welcome a model that can predict precisely and with a greater degree of certainty, at least the major problems in the path ahead, thus enabling them to either nip these problems in the bud or mi�gate their nega�ve impacts.
Research Topic & Uniqueness: The specific research topic is the “Development of a mathema�cal model for business process in informa�on technology organiza�ons”. The applica�on of a business oriented mathema�cal model for a business process in the IT industry across the three �er structure of the organisa�on is s�ll in a nascent stage in the IT industry.
The business oriented mathema�cal model that is being proposed can be standardized for all categories of the IT industry, in a reac�ve fashion for coming out of the woods and in a proac�ve fashion for staying clear and up ahead. The applica�on of the model across the three �ers is useful both for sustaining and con�nually improving process and personnel performance. This will also help in standardiza�on and stabilizing of the process and personnel ac�vi�es, thereby automa�cally augmen�ng the capabili�es and ensuring the robustness of performance across the three �ers. The top pain area as per the business is Schedule Variance (SV) for an organiza�on chosen.
The above table is indica�ve of how the applica�on of a mathema�cal model across the three �ers will roll-up the achievement of goals from bo�om to top as each lower level performance contributes posi�vely to the next upper level performance and achievement of goals. Also, the reverse process of roll/drill down is required to drill the business goals into delivery goals.
Mathema�cal Model: It is a process of applying a mathema�cal equa�on to a real world problem. This requires that the real world problem is comprehensively studied and understood and structured such that it is amenable to be represented by a mathema�cal model. Mathema�cal model is nothing but, linear regression equa�on.
The major advantage of resolving real world problems through the applica�on of mathema�cal models is bringing in precision, predictability and control of expected and desired results. It allows for a degree of crea�vity, experimenta�on and itera�ve design of solu�ons to affect the results required. This also allows for a degree of freedom of design to op�mize the outcome.
Let us take an example as in: Y=aX1-bX2+cX3-dX4+eX5 where X1 = Measurable, upstream & controllable and X1, X2, X3, X4, X5 are independent variables. Y and X1 are dependent variables. We have to control X1 to control Y where Y (Growth) func�on of X1(Schedule), X2(Efforts), X3(Post Delivery defects), X4(Internal tes�ng), X5(Produc�vity). This type of equa�on allows us the best possible predic�ons of dependent variables v/s independent variables enabling extrapola�ng of future results with high precision. Using these models also enables us to incorporate a versioning feature for refinement & statutory/legal change management.
Currently the applica�on of mathema�cal modeling to IT real world problems is not being prac�ced. This is because there are as yet a quite a few problem areas in the basic measurement and metrics management programs. These need to be sorted out so that data for applica�on of mathema�cal models is reliably available.
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The following tools and techniques are used in this research; as in: Goal Decomposi�on Method (GDM) , Goal Ques�on Method (GQM) , Balance Score Card (BSC), Mathema�cal Models (MM), Control Charts, plots, Sigma Charts, Macro based Excel and Monte Carlo Simula�on Technique.
Dis�nct research process adopted [schema�c]
The above diagram depicts the research process adopted:
1. Mark and scope the problem area 2. Study feasibility of applica�on of mathema�cal model to solve the problem 3. Plan the applica�on of mathema�cal model and expected results 4. Iden�fy and apply the mathema�cal model tool set 5. Collect measurement data for a sufficient period 6. Analyze the results against the plans 7. Act according to analy�cal report recommenda�ons; restart or implement in produc�on 8. Collect measurement data for a sufficient period and conduct metric analysis 9. Solicit and collect user and management feedback 10. Analyze metrics and feedback 11. Act according to management report recommenda�ons; restart or establish in produc�on 12. Publish establishment results
Based on the above process model, for the purposes of this research project, relevant secondary data was purchased from authorized data supplier (Quan�ta�ve Research). This data was then 'cleaned' and then baselined. Data for the years 2014 and 2015 was used building up the performance capability baseline using MM applica�on across the three �ers. The years 2016-2017 are the years earmarked for establishing the process solu�on. Control charts are to be used for tracking and monitoring success. If indicators are nega�ve then MM applied needs to be reformulated [tweaked] and reapplied. If the indicators are posi�ve then con�nual monitoring and rising of performance targets can be done periodically. Con�nual user and management feedback must be a part of the performance improvement process. This will be an ongoing itera�ve and con�nually evolving process.
Benefits and Expected Results: From this research we have shown the bonding of the parameters across the three �ers such that planning, delivery and profitable growth are closely bound. It was clearly demonstrated that the MM methodology can be applicable in both the reac�ve and the proac�ve modes in IT organisa�ons. This makes the methodology universally applicable across the spectrum of the categories in the IT organisa�on.
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Some of the tangible benefits across the organisa�on are: 1. Improvement in quality of produc�on and delivery 2. Be�er es�ma�on data resul�ng in lowering variance in costs and schedule 3. Be�er performance in mid-system appraisals 4. Improved customer sa�sfac�on levels and rela�onship bonding 5. Increase in market share, organic growth, branding 6. Be�er returns to stakeholders including employees 7. Improved organisa�on image in the marketplace
Thus we can say with a greater degree of surety that MM will be applied in IT organisa�ons with increasing frequency to yield organisa�on growth profitably. The con�nued applica�on of the methodology will establish it as a preferred tool for process performance improvement enabling the organisa�on to achieve its goals across the three �ers.
Pre-Requisites about the model: 1. Data Integrity 2. Focus on process improvement & not the person 3. Fundamentals clarity about MM by designers & implementers 4. Applica�on of MM with honesty & Integrity 5. Prac��oners should be convinced about the usage & Benefits 6. Long term & pa�ence tes�ng process 7. Regular Training & Knowledge Dissemina�ons to prac��oners 8. Periodic baselining of MM and results 9. Ownership and involvement of prac��oners 10. Shi� of focus as per the shi� of pain area 11. Involvement of all stakeholders across all the �ers 12. Overcoming implementa�on issues
The above research is done with the help of Guide: Dr. Uma Shankar Pandey - Director & Professor.
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Today, thought of wri�ng about humorous side of life of project manager...I would share few one liners that many of fellow project managers would instantly co-relate to!
You are a "Project Manager" if you have started...
1. Organizing your life into "Milestones”! 2. Started owning a collec�on of "Project Management Books" at home which you never read a�er purchase! 3. Put up a "schedule of ac�vi�es" for your holiday! 4. Started using jargon like "deliverable", "Risk" in your family �me! 5. Started conversing with family & friends like a "stand up mee�ng”! 6. Started seeking "commitment via date/�me" at end of most of the conversa�ons! 7. Started s�cking mul�ple post it cheats on your refrigerator and cup boards to "track" mul�ple "tasks" at home! 8. Thinking all aspects of life in terms of "Time, Cost, Scope & Quality”! 9. Started using word "Agile" / "Agility" in your personal conversa�ons! 10. Started "retrospec�ng" yourself every night!
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Chintan Oza
Humorous side of the Project Manager
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PMO Evangelist, Telecom Program & Strategy in Govt, Defense & Pvt sectors, Sr Principal at Tata Comm, Paul Harris Fellow
Surveys have proven that one of the big reasons for leaving the organiza�on is the Boss. To be an ideal leader or big boss, it is an ideal challenge. A good boss is not produced in big B Schools not in Management lectures – even mine! But Chanakya gives us a hint. “And, in all cases, he should favour the stricken (subjects) like a father” (4.4.43). In our homes, role of father is well defined. He is in full of love and concern. At the same �me, he is also a strict disciplinarian. But whatever be the case, he will not abandon the Children.
Here are some �ps to adapt for us to adapt with our subordinates to become a good boss.
1. Understand themAlways remember that Employee is not just a money genera�ng machine. They do have a life outside the office. They have a family, home and other passionate interests and hobbies. It is important to understand them as a 'total personality'. Once you understand their expecta�ons, it is easy to tune them into Manager's expecta�ons
2. Give �me to educate them (Trainings)No good parent will ever expect the child to work and make money for them from day one. Similar is the case with the employees. They have to be educated, instructed and prepared before they meet the bigger challenges. Even the boss has to be part of the training and development. The employees are bound to do mistakes similar to the child falling when they are trying to walk. But the support and ins�ll self-confidence, the boss provides to employee, they will be reaching success well ahead than the expecta�ons
3. Discipline with LoveThe greatest challenge to any parent is to know the balance between the discipline and love. The solu�on is love with discipline and discipline with love. An area has to be demarcated similar to the framework, a process, and all the work ac�vi�es are to be introduced to this frame work and adhered. The Employees or Subordinates do like crea�vity similar to the Children and it is important to encourage crea�vity, need of the hour, especially in the era of disrup�on where all the disrup�ons have taken place in Oil Industry, Energy Demands, Manufacturing Industry, Financial sector, Life Sciences but it is important to provide the direc�on of the work.
Discipline, coupled with love, is the answer. No class room or lecturing can achieve what is being learnt from the direct exposure to work. Employees tend to do the mistakes but accept with grace and love. Provide necessary feedback to employee by connec�ng back and explaining with empathy that makes him to come back with rejuvenated vigour on works.
A beau�ful phrase is being reminded off. “A Man learns that his father was right, when his son tells him that he is wrong”. May be we all need to remember this when dealing the employees.
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Chanakya Teachings - How To Be A Good Boss?
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(Source: Blog by , www.Speaking tree.in)Anil Mehta
How to move out of a state of Stagna�onThere are �mes in our life when we are in ac�on mode and we feel produc�ve and crea�ve. Then there are �me when we feel stagnant and uninspired. We procras�nate on things and feel low on energy. In fact, we feel lethargic. And as a result, we feel guilty. As humans, we are wired to be constantly on the move – It is a ma�er of survival and that is why Stagna�on makes us feel low,
Signs of Stagna�on 1. We tend to proctas�nate. 2. We don't feel like doing anything. 3. We make excuses not to do any things ( brains ways of protec�ng you). 4. We waste �me of mindless things. 5. Our confidence is low because we know that we are not reaching at our poten�al. 6. We feel guilt for being in this rut but don't know how to get out of it. 7. We become numb and depressed.
How to stop this stagnancy?1. When any or all the above symptoms are being observed, it is difficult to get the energy to get out of the rut. The methodology to be adopted is RPM Formula – Result / Purpose / Massive Ac�on
This Management system will help to achieve goals and it iden�fies what we want, why it is wanted and how it can be accomplished it.
ResultWhat is Call to Ac�on? What is needed from this situa�on? What is the result or outcome? Be clear on outcomes
PurposeWhat is the reason for doing this ? what is the purpose ? What will happen if no ac�on is taken up and what will happen if ac�on is taken. This has to be linked to the emo�ons as they are the key drivers
Once the purpose is found, we will find the drive to take the massive ac�on. This purpose will set the emo�onal excitement to give us the drive to achieve it. Never give up! Always we have to remember what is at stake and where we want to get to
Massive Ac�onOnce we have the drive, it will commit us to achieve the desired results. Ask ourselves – what must be done to achieve this? What steps should be taken? Don't fall prey to over promising and under delivering. Create SMART goals.
Massive ac�on planWe don't have to accomplish every goal to get the desired result. For example, if you want to construct the bridge and one of the goals is the requirement of specific diameter of reinforcement steel for doing the concrete and you don't get it as it is out of stock then you s�ll achieve the result by changing the reinforcement diameter by other diameter with a modified spacing equivalent to the area of the steel.
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Bhavesh Thakkar
Beware - Stagnation Is Dangerous
DGM - ProjectsVP - Marketing - PMI Mumbai Chapter
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I meant to say specific diameter of the steel was a smaller goal that does not make a difference. But if this goal of construc�ng this bridge is not achieved then the difference this makes to the result will be quite big. So, focus on the must ac�ons that make a real difference
2. We all feel stagna�on at some point of our lives. Instead of feeling guilty about it, focus on how to deal with it – on doable goals that inspire.
3. Follow your passions. If you don't feel mo�vated at work, start pursuing hobbies. This will be the zing back into the life and out of that rut you are stuck in.
4. Start an exercise regimen. We cannot stress enough how important physical fitness it for our well being, both physical and mental.
5. Figure out what is it in your life that is making stagnant. Is it the environment or the people around us ? Change the daily rou�ne. This shakes things up. May be take a different route to work. Join courses where you meet new people. Different contexts and environments trigger different emo�ons in us.
6. Fear of messing up/ failing can stop you from taking ac�on. We are so scared of making mistake that we don't do anything so that we don't make a mistake but that leads to a feeling of stagna�on and frustra�on which is far more dangerous. Also some�mes there is so much to do, that we feel overwhelmed so we freeze. Take small steps and reach out for help.
ConclusionWhen we are in the state of stagna�on there is no progress or growth – both are key to our emo�onal well-being.
Take Massive ac�on now and take up challenges out of comfort zone and push ourselves ALL THE TIME.
DISRUPTION; It is a fi� word to describe the current business landscape. e. Disrupthas been the lead story for the last few years. It is the new normal.
But then, disrup�onwas always happening: Apple introduced the touch phone in 2007, or the intrroduc�oof the personal computer in the 1975. Or again, the introduc�onof Walkman music system in 1979. However, new technologies, emerging technologies, evolving global markets and emerging economic aspects like cryptocurrencies are all culmina�ngto make a business environment unlike what we have experienced before. In this era of disrup�o what does PM and PM leadership look like? Is PM and PM leadership successful in responding to the changes in innova� e ways? Have PM and PM leaders become adap� e, inclusive and propose dynamic, innovaate methods, processes and programs using new technologies to manage projects?
Come and meet the Leaders who successfully executed Projects in unique way by disrup�ngstatus quo, quess�oninthe trtradi�onways and carved a new dimension for others to follow!
ABOUT PMCONCLAVE; PMI Mumbai Chapter has been conduc�ngProject Management Conclaves since 2005. Every year the event has met with overwhelming success and response. This year the event is back with the theme "PM in an era of disrup�on".
For this 2-day Mul�track event PMI Mumbai Chapter is innvi�nOrganizaza�oand PM Professionals from across vs veals - be it Government Ins Ins�tu�ons, MNCs, Indian Corporates, Academia, or other Prime Stakeholders contribu�ngto and prrac�cinin the field of Project Management. It provides an excellent opportunity for all the par�cipa ts to network and interact with some of the most influenen�perpersonali�n the industry.
Join us to Listen and Enrich from the diverse Industry Leaders on Project Management, Agile and DevOps.
GOOD THINGS HAPPEN WHEN YOU JOIN PMI MUMBAI CHAPTER
PMI, the PMI Logo and PROJECT MANAGEMENT INSTITUTE are registered marks of Project Management Ins�tue, Inc.
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How to make a payment?Step 1: Open below link for Payment Gateway in your Computer Browser. h�ps:/eazypay.icicibank.com/homePageStep 2: Search for Project Management Ins�tue Mumbai Chapter in Inss�tu�on Name. Step 3: Fill Par�cipa ts Details & Click on Show Details. Step 4: Click on I Read and Accept Terms & Condi�ons Step 5: Select Appropriate Payment Mode & Click to Proceed Now for Payment.
SOME EMINENT SPEAKERS OF THE CONFERENCE
Sri VV Lakshminarayana
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Kris Lakshmikanth
CEO & Chairman of The Head Hunters India
Aslam Khan
Entrepreneur, Investor, Advisor, Philanthropist
Dr. A. Velumani
Creator and MD.Thyrocare
PM IN AN ERA OF DISRUPTIONA 2-day power-packed multi-track event
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Agile EvangelistProgram Manager, Capgemini
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Founder and CEOCerelabs
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Team MemberHitachi Payment Systems
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Conference Highlights• 2-Day Mul�-tack events• Networking opportunity to interact with professionals from across the industries• Eminent panel of speakers• Keynotes by industry leaders• Earn Upto 12 PDUs• Panel Discussions • Technical Paper Presenta�ons • Workshop • Get a Mentor
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PMI Mumbai Chapter has been conduc�ngthe Project Management Conferences for over several years now and with the overwhelming success and response that we have had with each passing year. The chapter is back with a bigger event this year, PMConclave17- ‘PM In An Era Of Disrup�on. With 3 Tracks 18 Speaker sessions and 2 Keynotes and 1 Panel Discussion, PMConclave17 is sure going to be the one of the best Project Management Conferences in Industry. We provide excellent opportuni�esfor the sponsors to display their products, services and solu�onto the best and most influenn�apeople across the industry.
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PM IN AN ERA OF DISRUPTIONA 2-day power-packed multi-track event
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SOME EMINENT SPEAKERS OF THE CONFERENCE
Sri VV Lakshminarayana
Addi�onal Diector General Of Police Maharashtra
Dhruv Batra
Program HeadTeam Indus
Kris Lakshmikanth
CEO & Chairman of The Head Hunters India
Aslam Khan
Entrepreneur, Investor, Advisor, Philanthropist
Dr. A. Velumani
Creator and MD.Thyrocare
Colonel A R Khadar
Execu� e DirectorBombay Management Associa�on
Prashant Mali
Cyber Law & Cyber Security Expert
Priya Patra
Agile EvangelistProgram Manager, Capgemini
Prof. Cmde P. Prabhakaran
Adjunct FacultySPJIMR
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Co-sponsor for Delegate kit 220,000
Co-branding on the KIT(Bag). Layard. Profile + literature* in bag+ Discount Coupon in Kit(to be supplied by Sponser) +
Standees(Supplied by sponsor) in conference area + logo on podium +Kiosk +logo on all mailers and main
podium+Complete list of all Delegate woth Name, Company Name, Mobile Number & eMail id.
T-Shirt Co-Branding 80,000 Your Logo on the of Tshirt(300 pcs).
Notepad in Kit 75,000 50 Page Notepad with each having your logo as watermark. Front page co-branded and Backpage with your advt.
Ballpen 75,000 Your logon on each ballpen (300 pens)
Standees(two) 15,000 Standees** placed at Conference Venue one near Registraton Desk one in Open Conf. area. (to be supplied by sponor)
Event Sponsor 1,000,000One Speaker Slot, 7 Pass to the event for 2 days. + logo on all mailers and main podium + Profile** one page in delegate
bag
Workshop Sponsor 50,000 3 pass for 2 days + Logo on Workshop backdrop + Logo and Name on all workshop mailers
Yagna BooradaPMO
Agile Poster for Project ManagersDownload and Print
#PMIMumbaiChapter #pmnc16
Image courtesy : Mohammed Abuzar Ansari
14Issue - Vol 23 - Issue 9 - Sept 2017
PRAKALPJ O U R N A L
Course Fee in INR:
CategoryRegular
Course Fee
Special Discount (before 5th
of Month)
PMIMC-Members INR 12,500/- INR 11,500/-
Non-Members INR 13,500/- INR 12,500/-
Training Venue:VITS HotelAndheri - Kurla Road,Nr. Interna�onalAirport Zone,Andheri(E),Mumbai
We conduct:1. Corporate training on request2. Training at Ahmedabad & Baroda also
Chapter Office:PMI Mumbai ChapterUnit # 642, Mainframe 1, Royal Palms India, Near Aarey Colony, Goregaon(E),Mumbai - 400065
You can also visit our registra�on partner and register online.
h�ps://in. xplara.com/e/pmpce-prep-course/
PMP CE Preparatory Course Schedule 2017Learn from the facul�es who have contributed for PMBOK 3rd Edi�on, 4th Edi�on & 5th Edi�on. All our facul�es are industry experts in their respec�ve field.
This PMP CE Preparatory course schedule is tenta�ve and may be changed without no�ce. Please contact PMI Mumbai Chapter office for updated schedule.
Session to commence at 9.00 am and close by about 7.00/ 7.30 pm.
We will be shortly announcing dates for PMI-ACP and PgMP courses.
#PMIMumbaiChapter #pmnc16
Day 1 Day 3
Introduc�on to the 'Guide to PMBOK' Risk Management
Human Resource Management Professional Responsibility
Exam Overview
Candidate Feedback
Month Mumbai Ahmadabad
Year 2017
January 14, 15, 21, 22
February 11, 12, 18, 19 18, 19, 25, 26
March 11, 12, 18, 19
April 15, 16, 22, 23
May 13, 14, 20, 21 20, 21, 27, 28
June 17, 18, 24, 25
July 15, 16, 22, 23
August 12, 13, 19, 20
September 09, 10, 16, 17 16, 17, 23, 24
October 07, 08, 14, 15
November 11, 12, 18, 19
December 09, 10, 16, 17
Program Breakup in detail (Day wise schedule will be revised for PMBOK 6�� Edi�on.)
Prepare for success (Quick Tips)
Ÿ Read the applicable cer�fica�on handbook from www.pmi.org website.Ÿ Review cer�fica�on's Exam Content online. Ÿ Read the associated PMI Body of Knowledge or standard, along with other applicable
reference sources. Ÿ Seek addi�onal educa�onal opportuni�es through PMI, a PMI component, a PMI
Registered Educa�on Provider (R.E.P) or other provider.Ÿ Form a study group with colleagues or friends.
![1 Surajya Sarvangin Vikas Prakalp [SSVP] Vijay Shivale, Project Manger 18-May-2007.](https://static.documents.pub/doc/80x56/5697bf761a28abf838c8107b/1-surajya-sarvangin-vikas-prakalp-ssvp-vijay-shivale-project-manger-18-may-2007.jpg)
