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Synergy

PMI North India Chapter

Collaborating Project Management for High Performance Business Insight

Jan-Mar 2012~ Newsletter

Issue 4

this issue

Team work and Healthy Competition...

Golden Rules for effective Project M… P2 Enabling Project Delivery …P4 Quality and Psyche… P7 The operating and remote…P9 Thought leadership A Key...P13 Marriage Ceremony…P17 Quiz…P20 Why do you need…P21 Upcoming Events… P22 Past Events…P23 Previous quiz results…P25 Editorial Team…26

From the Editor’s Desk It is a proud moment for me along with my editorial team to release fourth edition of SYNERGY once again on time, meeting the milestone. 21st March is a day of great significance to us, referring to our yearly season cycle, this day is observed as a start day of spring a transition period from winter to summer. 21st March is also celebrated as a Persian New Year “Navroz”. Spring is also seen as period of growth, renaissance, and reincarnation for plants as well as animals. Similarly, every edition of SYNERGY shall be acknowledged as rebirth, renewal, new beginning for yearning of knowledge by the project management fraternity. To me it is the most gratifying and pleasurable moment to publish SYNERGY with new concepts and appearance. It is also a sense of excitement for me along with founding editorial team (Manoj Gupta, Kumar Saurabh, Nirmallya Kar, Felix George and G Ravi) to welcome new members in the editorial board; this will facilitate SYNERGY to bring in more creativity in publication and will surely increase reader’s interest and connect. Please welcome “Jitin Bindlish, Pooja Kapoor, Nitin M Singh, Abhijit Kumar, Prashant Malhotra and Hemant Seigell”. Editorial Team is really proud of members taking their time off from their busy schedule and sharing their experience through SYNERGY within the community. Editorial Team assures you that all articles are well worth reading, however you the reader, are the best judge on the substance of the articles we publish. Therefore your feedback is always vital for us, be prompt in sharing your views. Happy Reading! Regards Piyush Govil PMP® Vice –President – Communications PMI North India Chapter


Golden Rules for Effective Project Management in IT Industry (Case - SAP Implementation) By – Arun Kumar PMP®

Power of Recognition Good Project Managers should recognize the good work of the team members however small it is, and should take point of praising, rewarding and recognizing the team members which acts as a great motivator and also inculcates a feeling of belongingness to the overall health of the project. Carefully balanced HR planning On project resourcing planning , the focus should be a balanced approach for skill sets vs. project requirement in a timely manner to avoid delays in team formation, but also help the resource to learn and increase his/her knowledge on the project to bridge the skill gap. Cross functional or diversified project aspect exposure is another tool for optimal resource management and competency development which would create a pool multi skilled workforce within similar staffing cost elements for future projects as per requirement. Project Risk Management- Ignore or Be Ready Ineffective risk management is one of the primary causes that cause projects to become troubled or fail. Most of the times, Project Managers either don't do risk planning at all or do it for the sake of clearing Quality Audits. If proper risk planning is done for a project, not only the chances of success become high, but also the PM’s ability to accept or mitigate risk is enhanced resulting right decisions at right time and avoid losses to the projects and the organization. Performance Feedback- An essential tool It’s absolutely imperative for good Project managers to provide feedback to team members during the ongoing life-cycle of the project on both their strengths, project performance for the work assigned and relevant areas for improvement. This helps the team members to further improve their skills and performance based on the feedbacks and this will also avoid conflicts between the manager and subordinate during the yearly appraisal cycle if the final ratings are not good since the employee’s expectations would have already been set based on regular feedbacks. This is a strong conflict management exercise as a part of team development and managing expectations.

Food for thought Have you ever thought how large may be GOD’s project plan and its components…. Executed with perfection meeting all milestones… Served by Piyush Govil, PMP®

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Project activities detailing to lowest level As a best practice, while preparing the project plan, PM along with project team should breakdown the project activities to the minutest level as defined in WBS elements as it helps in better and accurate assessment of the status of each task progress, any concern areas which results in tracking and monitoring each activity component-associated task completion as planned. Implement Quality processes in right spirit Quality management for any sucessful project is the most crucial ingredient as it signifies “ Do what you say and say what you do”.Quality is something which is embeded in the DNA of company’s organizational policy and driven from the top management. It is important not only to define the quality processes for your project but to follow them diligently which will help the project to sail through smoothly and meet stakeholder expectations. Collate and archive Lessons Learnt records Project Managers should explore all available options (relevant KM sites, connecting with superiors/peers, searching their own repository, etc.) to ensure that the past experience and lessons learnt by others/self in previous projects are utilized for the benefit of the current project. Also, it is important that lessons learnt during the project must be documented throughout the project and not just at the end otherwise you might end up loosing most of the precious inputs and might end up repeating similar mistakes as in earlier projects. Timey creation of Project documentation/Progress Reports Adequate Project documentation created during the development phase of the project is the key to success for the support phase of the project. At times, people give least priority to documentation considering that if they don't create the documents now and just perform the development work, it will save time and the documentation can be created later on which can lead to more reworks and also much more time is required later on for creating the documentation. Even the quality of documentation may not be up to mark since the project documentation created at project closure will be more for formality sake. Resourcing rotation/functional exposure plan It’s a generally good PM practice to prepare a rotation plan among project team members for assigning diverse roles/functional assignments for overall exposure and reducing monotony while also communicating the same to the team members well in advance as per their skills and areas of interest keeping project continuity aspect in mind above all.

Project Management – lighter side If you don't plan, it doesn't work. If you do plan, it needs to be re-planned. Why plan and worry about the inevitable!! Overhead by -Kumar Saurabh, PMP®

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Project work Delegation Some project managers hesitate in delegating the tasks as they feel that they can do the task better and in less time, also it will take extra time to train the other person on how to perform the task. On the other hand, if you don’t delegate, you might overburden yourself which will affect your productivity as well as quality. As a proficient PM by effectively delegating the tasks, you can utilize your time in value adding / improvement activities and also help your subordinates in their overall development and growth. Takeaway IT industry where multiple projects are concurrently running across business lines is a challenging and complex task for every PM whether in software/business development/implementation areas, hence in order to effectively balance and successful co-ordination above key rules would serve as key attributes for delivering desired results by end customers and related stakeholders. About Author Arun is working as a Group Project Manager in HCL Technologies and has 23 years of total experience out of which 12 years in SAP and 11 years in computer manufacturing. He is Bachelors in Electronics and MBA in Marketing and Systems. He is PMP certified and has managed multiple SAP implementation and support projects as a Program / Project Manager. Arun Kumar, PMP® Gr. Project Manger HCL Technologies

Enabling Project Delivery Lifecycle Maturity By – Chetan Mathur PMP® Generally implemented as a part of delivery governance, the monitoring and control systems deployed by project performing organization are always a core part of project delivery. In addition to efficient and accurate monitoring of delivery, process adherence and milestones of the various projects, it is also required to interact and monitor the regular flow of activities within the organization. Operated and managed by the PMO function within the performing organization, an Automated End to End Project Delivery Framework enables visibility of project status and deviations related to all project parameters. Projects can be monitored and tracked based upon KPI; they can be accessed by all the stakeholders from business sponsors to the post implementation support teams for defining requirements, viewing various project status reports and furnishing updates. With proper security mechanism in place, this solution can furnish proper insight to all the stakeholders handling the projects at different levels.

Project Management – lighter side The best time to accurately estimate any project is when it is completed! Overhead by -Kumar Saurabh, PMP®

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Key aspects of the Automated End to End Project Delivery Framework are as under:  Defining and automating end to end project delivery framework starting from “business opportunity” to “handover to operations”, thus providing visibility and integration with all the business functions.  Effective project initiation, planning and execution, monitoring and tracking solution.  Configure the solution to provide reports on Project progress, analyze and raise flags.  Building communication workflow for effective co-ordination amongst project stake holders.  Escalation of risk and issues as per mutually agreed matrix.  Definition and customization of user interface – branding, work flow definition, rule and role based access by users etc.,  Project performance metrics can be pulled from the tool at any instance of time. Common triggers for initiating project delivery lifecycle maturity project  No visibility to customers about  Lifecycle of the opportunity / project being implemented.  Progress, schedule and status  Risks, issues and dependencies  Post implementation support  No visibility to support and operations team about  New projects being planned that would roll out commercially and are to be supported by them. This is required so that:  Operations team can plan and train the manpower required to support the applications.  Get involved in project due diligence and planning phases and contribute technically.  Project Productivity not being captured. Project Productivity Baselines not being monitored. Resource timesheets not being recorded.  Project Cost Baseline not being maintained. Cost at WBS level rolling up to the project budget not being maintained.  No automated communication to project stakeholders in case of red flags / issues / risks and approvals are required.  Change requests not associated to existing projects. Hence project parameters not linked, extended and tracked in case of child change requests.  Project defects, review observations / logs / status, audit observations / non-conformance not documented, monitored and tracked. Hence no traceability of effectiveness of project delivery and review process to resource productivity.  No interface with procurement management system - RFP traceability, Vendor Selection, Vendor Commercial Information, Vendor Performance and Vendor Payments.  No mechanisms to quantitatively examine project health at any instance of time. Execution methodology for project delivery lifecycle maturity project  Perform detailed Discovery and Due Diligence (Refer Figure Next page)–  What is that systems – Scope, objectives, big picture/representations – known as Discovery.  How of that what – how is that done, what are areas involved – known as Due Diligence.  Balance Business, Human Resources and Infrastructure while focusing on Project Delivery attributes.

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Other benefits of project delivery lifecycle maturity project  Accountability and control  Drive accountability and control by designating individual approvers or approval groups at key gates in the workflow (Time bound SLA for approvals / actions), by interfacing with Organization Active Directory.  Portfolio Management  Sections of the business raise opportunities in the tool that may or may not translate into project after portfolio analysis.  Perform a prioritization of competing project requests from varying dimensions of financial and strategic value, enterprise risk etc.  Schedule Management  Initiate project plans using best practice templates with schedules and resource assignments already defined.  Identify critical paths across projects and programs.  Resource Management  Automate resource pool creation by integration with Active Directory. Have a common resource pool group that can allocate resources to projects based on requirement and to whom the resources are released to at the administrative closure of the project.  Team Collaboration  Establish a Project Workspace for each project to drive collaboration and knowledge sharing.  Creation of separate workspace for every project for IT Operations team.  Create, manage and track issues and risks throughout the life of the project.  Reporting & Business Intelligence  Use EVA calculations including Schedule Performance Index (SPI), Cost Performance Index (CPI), Cost Variance Percentage (CV %), and Schedule Variance Percentage (SV %) at any instance to know the project health. Plot the EVA parameters for various projects at any instance for project portfolio analysis.  Track project performance against status KPIs (e.g., health, schedule, resource, cost, etc.) Save us to maintain ecological balance

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Conclusion For project-centric organizations, it is nearly certain, that organizations will become more efficient in their Resource Allocation, Schedule Management, Cost Tracking and Process streamlining after a successful implementation of Automated End to End Project Delivery Framework. Assuming that the organization’s implementation efforts are well planned and delivered appropriately, it is also highly probable that the organization will improve the quality of the projects which are delivered. One of the key strategic motives for going in for automated end- to- end project delivery framework deployments by PMO organizations could be to give visibility of delivery organization function and it’s deliverables to business and gaining business satisfaction. One of the key KPI to be measured over 6 months post deployments can be an overall business satisfaction index, from a current state where probably the same is not being captured. Reference: Microsoft EPM Solution Guide v1020210 About Author Chetan has rich 16 years of experience in End to End Program Delivery. He is a certified PMP and is also certified on ITIL and eTOM best practices and a member of IIBA and is a nominated Champion by PMI India. He has managed and delivered various end to end projects and programs from RFP, Discovery, Due-diligence, Transition (KT, Shadowing, and Reverse Shadowing), Transformation (Analysis, Design, Development, Testing & Implementation) to Application Support & Maintenance phases. Chetan has been managing large teams and multiple projects, ensuring deliveries are completed on time & within budget and in strict compliance with quality systems/procedures in an onsite offshore model.

Chetan Mathur, PMP® Asst. Director - IT Sistema Shyam Teleservices Limited (MTS India)

Quality and Psyche By – Dr. Vanita Ahuja Quality in physical attributes of things we buy to that of the services we procure. A child is born, he/she is exposed to things and services of not the best quality and during the lifetime adjusting with sub-standard products and services becomes a part of his/her psyche. It becomes our habit as Aristotle had said “Quality is not an act, it is a habit.” This is a result of our ‘Chalta Hai’ or ‘well it happens’ attitude. Life is a challenging process here. The moment we start our day the adjustment process starts: if we get regular supply of water and electricity we heave a sigh of relief because any day the supply may be affected without prior notice; media informs us that bulk of the milk we consume is adulterated; we go out and roads are potholed; if it is raining, blocked sewers cause water logging and traffic jams; any day there would be uninformed traffic diversions; government hospitals and schools which provided good services more than two decades back now do not do so and we take services of private hospitals and schools by incurring highly prohibitive costs; but even these schools do not provide effective service and children are further sent for tuitions; during rains our international level airport gets flooded and wind blows away its roof; little fog and train and airplane services get affected and it goes on………..

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We accept all this. Instead our attitude should be of pursuing excellence and not settle for something less. Also show our leadership qualities in influencing as much as possible in inculcating these values to all sphere of our life.

© Piyush Govil PMP®

Change Attitude Lack of water impacts the ability to grow economically and sustain population growth Our justification is that India is a poor country with a large population and so within our country we can’t expect certain standards and we can’t expect quality in services provided by the government because pricing is subsidized. But, quality doesn’t necessarily come at a high cost; it can be achieved by doing a work in the correct manner, taking into consideration the interest of all the stakeholders and by working ethically. We don’t realize that we spend more in doing sub-standard work and then incurring high cost in maintaining it. For example cost of a concrete road may not be higher than making a bitumen road without proper slope and drainage and re-carpeting it at frequent intervals. But, we opt for the second option. Due to ‘Quality’ not being a habit, we accept sub-standard products and services from the whole spectrum of options whether provided by the government sector or the private sector. Let us change this and expose our children to good quality in all spheres so that ‘Quality’ becomes a habit for them and they provide and demand good quality when they are in responsible positions in the society. Today’s children are to be the instruments of change. About Author

Dr. Vanita Ahuja, Asst. Professor Gautam Budh Technical University, Gr.Noida

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Dr. Vanita is working as Asst. Professor with Gautam Budh Technical University has more than 19years of sound experience in the construction management. She has worked with various organizations prior joining the Gautam Budh University. She is B.Tech from IIT Roorkee and M. Tech from IIT Delhi and earned her Doctorate in “IT Enhanced Communication Protocols for Building Project Management by SME in Indian Construction Industry”. She has written dozens of journals and other publication. She is nominated member of Bureau of Indian Standards working group for drafting code for Construction Project Time Management and also convener of Bureau of Indian Standards working group for drafting code for Construction Risk Management. P8


The Operating and Remote Project Environment By – Asim Prasad PMPŽ Project Management is an art and science of converting vision into reality. It is the process of managing several interrelated activities through systematic application of knowledge and resources for results that are tangible. What all of us demand is fast, cheap, robust projects. However as the project moves from a state of infancy to maturity, during its execution, the interaction of project elements with the operating and remote environment also increases by leaps and bound. This results in increase in project entropy causing enhanced complexity. Delivering projects successfully in complex and chaotic environment is really challenging as the end results may not be what was planned earlier. This paper highlights the factors in the operating and remote environment that hinders speedy project execution. Preamble Ever since the beginning of the civilization men have been planning and executing projects. This is manifested by the fact that the ancestors have left behind great monuments like the Taj Mahal, Qutab Minar, Red Fort, Charminar, Great Wall of China, Eiffel Tower and many more which are outcome of meticulously planned and well executed projects. All these marvels were built to perfection without the help of modernday resources, tools, tackles, machinery and management knowledge. This proves that our ancestors who built these were passionate enough about executing projects and had the courage to accept challenges that came during its execution. Project management is the systematic application of concepts and fundamental principles from both Engineering and Management disciplines related to Design Engineering, Operations Research, Financial Management, Time Management, Integration Management, Human Resource Management, Communications Management, Procurement Management, Risk Management, apart from the soft skills such as Ethics and Human Psychology to transform vision into reality through a temporary endeavor while managing the uncertainty that surrounds us. India is a fast growing economy with a population of over 1.21 billion, GDP growth rate of around 8 % and primary energy consumption of 480 MTOE making India the 4th largest energy consumption country of the world. India’s diverse economy encompasses both traditional and modern farming, handicrafts, variety of modern industries and diversity in services. Due to fast economic developments in agriculture, transport commercial and domestic sectors, rapid industrialization, increased financial power, liberalized loan facilities, large number of infrastructure projects are being executed, both by the Government public sectors and by the private sector. As the economy is poised towards double digit growth in the years to come, timely completion of projects, small or big, simple or complex, is crucial for wealth creation. The Project Environment Some of the common projects that affect - urban and rural India are roads/ highways, railways, water resources, petroleum, telecommunications, urban development, power and space. The commonly demanded are fast, cheap and good projects so that the society can collectively prosper. However in reality not all projects are completed on schedule and within the approved cost. The cause of delays is either beyond control or the systems/processes in place to execute and monitor projects are not robust enough to arrest project delays and budget overruns. As such this retards economic development and wealth creation to the shareholders.

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Dam

Oil & Gas

Railways

In-depth analysis of Indian project environment shows that our projects are influenced by both operating and remote environment. These environments comprise of forces over which the project has little or no control. The operating environment includes the variables like competitors, consumers, vendors, consultants, contractors etc. This environment has a direct bearing on the project performance. The remote environment is one which exerts influence on the project strategy and includes the political, economic, sociological, technological, legal and environmental factors. These forces never operate in isolation making the environment complex rather than linear.

Mathematically this can be written as: OE=Operating Environment = ƒ(Competitor, Consumer, Consultants, Contractors, Vendors)………………Eq :1 RE=Remote Environnent = ƒ(Pa,Eb,Sc,Td,Le,Ef)…………………………….................................................Eq :2

Where  P: The Political Factor. The political forces influence the legislations and rules framed by the government. The political environment at the Centre, State or District level may be aligned or misaligned. This effects the project execution.  E: The Economic Factor. The project intends to produce goods and services of value to the society. The economic impact on the project is due to national or international influences which are related to the growth rate of the economy, interest rate, currency exchange rate and inflation.  S: The Sociological Factor. This refers to the sociological environment related to the values, beliefs, attitudes opinions and lifestyle in the society where the project operates. Sociological influence is the outcome of the society’s response towards the project. This also includes the demographic changes and refers to the ageing profile, ethnic origin, race and social class.  T: The Technological Factor. The way the current and emerging technologies affects the project.  L: The Legal Factor. The way the laws of the nation influences the project. The legal laws are framed by the government and the projects are required to stick to such laws.  E: The Environmental Factor. The environmental issues related to the project and the way the environmental acts/ legislation affects the project. The project affects the surrounding ecosystem including the air, water, earth and all living beings during execution and on commercial operation through the lifecycle.  a,b,c,d,e,f are positive real number greater than 1

Therefore to sum up: The Indian Project Environment = ƒ(OE, RE)……………………………………………………………………………………………….Eq:3

Food for thought Your life’s performance is judged by GOD … Be ethical to get good performance appraisal… Served by Piyush Govil, PMP®

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Strategic View & Stakeholders Analysis Considering the fact that the project external environment is complex and at times it can become chaotic with various degrees of uncertainty, a strategic view ahead of planning and execution is essential to take care of the competitive market environment, incorporating the operating environment and the remote environment. This should take care of the legislation, regulations, general economic condition, societal values, Indian lifestyle, population, demographics and technology. The strategic view taken should also guide the tactical and implementation plan for the project so that the desired level of success is achieved. The stakeholders play a very crucial role whose demand and expectations are dynamic and keep changing. This is such a thing which is beyond the

Societal Value Life Style

Technology

Immed iate In d u stry &

General Economic Condition

Project Competitive Environment

Population Demographics

Legislation & Regulations

control of the organization executing the project. In reality stakeholders are both influential and powerful due to which they impact the project scope, cost, schedule and quality.

+Power High Risk

Ideal Scope

-Support

+Support

Quality

Time

Cost

Low Risk

Opportunity?

-Power

What is commonly seen is that both powerful and influential (supportive) stakeholders are ideal for any project. Contrary to this, powerful stakeholders who are not supportive pose high risk for the projects. Therefore it is important to conduct a stakeholders’ analysis and redefine the objectives so as to capture their demand and expectations in the project plan and execution methodology. Further it is prudent to segregate stakeholders into groups based on degree of influence and power and then keep such stakeholders in good humor that could be the greatest threat for the project. Not only this,

those stakeholders who are not powerful but supportive should be given equal value since such stakeholders can change the course of the project during execution. Risk Analysis During the execution the external environment is full of risk and uncertainty. The risks are due to political instability, trade restrictions, change in the government act or policies, security threat, natural calamity, unrest, violence, changes in inflation rate, interest rate, foreign exchange rate and technological changes. But which of these risk events would actually happen is not known. As such the project operates in an environment with Known- Known or Known- Unknown variables. This ultimately leads to business risk and financial risk.

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Having seen the project external environment along with the stakeholders what we know that projects, irrespective of its size, is managed using strategies which promote linear thinking along with traditional project management tools, some of which might have also been used when the Great Wall of China or the Taj Mahal were built. But as the environment becomes complex (Refer Eq. 3), issues arise when the linear strategies are applied across all types of projects irrespective of its cost, nature and size. The actual outcome doesn’t match with what was planned in the beginning. Complex Environment Actually, in a complex environment, the assumption that the outcome during project execution would be the same as what was planned during project conceptualization might not be always true. This leads to problem in formulating and measuring the success of the strategy put in place for project completion. However, linear strategies are successful if the projects are of small size and with medium completion schedule. When projects become large in size and duration with geographical spread and a lot of interdependence, control based strategy is difficult to adopt. In the Indian environment most of the large infrastructure projects that are geographically spread across multiple states are characterized by complexity having degree of disorder, instability, un- certainty, irregularity, randomness and reclusiveness. From simplicity, the relationship between cause and effect takes the project towards a state of complexity, complications and chaotic. In order to keep things under control, the project team needs to take care of customers, respect all associates, excel through team work, always keep learning, trust mutually and be ethical. What needs to be controlled? Having analyzed the project environment, some of the elements that need rigorous monitoring & control to keep project on schedule are as under:  Timely acquisition of permanent land  Timely availability of statutory clearances from different departments and authorities  Timely availability of infrastructure support & linkages leading to the project site  Timely tie-ups for project financing  Finalization of detail engineering avoiding technological hiccups  Freezing of project scope and avoid change after startup  Expediting delivery of long critical items  Keeping the land owners, farmers and influential stakeholders in good humor and avoid law and order problem at project site

Food for thought Project Management & Operations are quite the opposite…God had a huge project and he effectively execute 24x7; but look what mankind has done to it! Served by Kumar Saurabh, PMP®

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Conclusion If all the stakeholders support the project whole heartily, adheres to the timelines follow the fundamental project management principles, then the ownership of aspiration of the individual to complete the project within cost, time and quality would be fulfilled. Considering the fact that India has a fast growing market, it is extremely essential to adopt project execution strategies which considers the dynamic nature of operating and remote environment. Strategies incorporating nonlinear thinking would aid project teams in their efforts to complete projects to the delight of all customers, stakeholders and shareholders.

About Author

Asim Prasad, Chief Manager (Project Execution) GAIL (India)

Mr. Asim is a graduate in Mechanical Engineering from IIT Kanpur and working as Chief Manager (Project Execution) at GAIL(India) Limited, New Delhi. He has varied experience in the natural gas value chain comprising Operation & Maintenance, Marketing and Project Management. During the course of his professional career he completed Post Graduate Diploma in Project Management and Advanced Diploma in Management. He is a member of PMI, USA; ASME, USA; Life Member IIGE Kolkata and Member IEI Kolkata

THOUGHT LEADERSHIP A Key Dimension in managing “SMART” City Initiatives. By – Vikas Dua PMP® Topics covered in Third Edition of SYNERGY …Continued from 3rd Edition of “SYNERGY” Please read Part-I at page 18

http://www.pminorthindia.org/ Synergy/Issue03/

Introduction and detailed insight about the topic and following key points can be read in previous edition  Key Dimensions of a “SMART” City model  Smart Policies  Smart ICT  Smart Channels  Smart Government

Key Stakeholders As the smart city opens up new types of services and looks to address new technical, environment, and economic challenges, all stakeholders need to think anew about their role and how it impacts their business models, modes of operation, and partnering strategies.

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 Municipal Leadership: It provides leadership necessary to set the policy objectives for the city and provides the necessary links between developers and investors.  National Governments: The specific role varies significantly from country to country, reflecting the different political arrangements in place, ranging from directing force to a distant approach.  Real Estate Developers: The need to design cities – and city regeneration projects – that meet sustainability goals will have a major impact on the traditional design and construction value chain, that looks at the revenue from future services rather than focusing on the money to be made by selling properties after construction.  Energy & Utilities: The role of the electricity providers in smart city projects reflects the role of sustainability and energy concerns in driving smart city projects in Europe and North America. Elsewhere, the utilities are an important partner in any transformation or new build project, but are less likely to be instigators of the project itself.  IT Companies: The IT industry has been one of the major proponents of smart cities. All sectors of the industry see opportunities to be involved in a series of major projects and to be a leading force in shaping the role of IT in the fabric of urban life.  Telecommunications Companies: Telecommunications providers are prime figures in a number of smart city developments. Smart cities provide an opportunity to build up new service capabilities for the management of large-scale M2M projects.  Grid Infrastructure Service Providers: In addition to creating significant opportunities in terms of grid improvements, smart cities also enable grid infrastructure service providers to bring together a broad portfolio of energy-efficient products and services.  Building System Management Suppliers: The move to smart cities opens up new opportunities for companies providing BMS and services. Key Challenges Social, economic, and environmental well-being of a city needs to be ensured for urbanization to be sustainable with Technology acting as a key enabler to help achieve these goals. Technology enabled solutions already exist across different development models (Brownfield, Revitalization and Greenfield), and also along the multiple dimensions of urban demand & smart solutions sub components. In an attempt to enhance attractiveness of cities as destinations for international business, many governments have leveraged technology to make urbanization initiatives sustainable. A quick analysis of few “SMART” City initiatives across the globe:Name

Country

Songdo

South Korea

Lavasa

India

Comments        

Plan IT Valley

Portugal

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  

Satellite city to Seoul and to Incheon. The city will not be complete until 2016, at the earliest. $40 billion cost estimate Key Technology partners: Cisco and United Technologies Spinoff from its parent, Hindustan Construction Key technology partners: Wipro and Cisco Plan delayed. Construction is on hold due to Environmental issues & approvals The brainchild of software startup Living Plan IT, expects 150,000 residents, nearly all of whom will be its partners' employees Key technology partners: Living Plan IT, Cisco and Accenture Investment around 10 billion Euros. The aim was to complete the first wave and start the relocation by 2012.

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Name

Country

Masdar

United Arab Emirates

Nanocity

India

Amsterdam

Netherlands

Comments  Abu Dhabi's green city in the desert is intended to become the world's first renewable-energy-powered clean tech center. Initiated in 2006.  The project was projected to cost US$22 billion and take some 8 yrs to build.  Due to the impact of the financial crisis, Phase 1 of the city will be completed by 2015.  Key Technology partners: Siemens, Abengoa Solar and Sopogy  Located just beyond the foothills of the Himalayas  Plans for a city with ecologically intelligent and sustainable design principles that will create an ecosystem for innovation  Construction has been stalled  Funded from a number of sources, including the city government, EU Regional Development funds, utility companies, and other private sector partners.  Key Technology partners include: IBM, Cisco, Accenture, Philips and Vodafone  A slew of smaller-scale projects target four areas: working, living, mobility and public space

Analysis of the above data clearly indicates that the extent to which master-planned smart cities attract the attention and occupancy necessary to make the initial investments pay off is still unanswered. Further, such projects require “multiple” stakeholders, huge financing requirements and any contradicting vision can de-rail the entire landscape, investment & plan. All these factors clubbed together indicate that there are lacunas that need to be filled. The clear gap which comes out is futuristic & collaborative approach of the managers / leaders, converging to common vision with a strong backbone of Management layer. THOUGHT LEADERSHIP – Key “Management” Principle The smart city offers a coherent vision for bringing together some of the innovative solutions needed to address the issues, facing the modern city. For effective management, various stakeholders, identified above have to be on board with a common Vision while devising the Universal Approach for the complete city and individual projects / sub – projects need to be aligned with overall objectives around Social, Economic & Environmental Targets.  Complete City Approach: A holistic view of the smart city is vital not only to ensure that environmental targets are met, but also in order to get maximum benefit from investments. New build developments or pilot projects need to be put in the context of a broader vision for what the city is trying to achieve. Arguably, the biggest test for the smart city concept over the next decade is to show that innovative projects can be deployed at a citywide scale and are also replicable across cities. This will be vital to ensure momentum, build confidence for other cities to embark on the same journey and convince commercial partners or other stakeholders that these are viable models that will show longterm returns for citizens and investors.  Data Privacy and Security: National and international data privacy and security standards will be vital to ensuring the basic capabilities of the smart city. An increasing dependency on automated operations and integrated systems means that a system crash could have dramatic consequences and repercussions across the city infrastructure. Fallback systems and multiple redundancies will be essential to ensure that the smart city is not vulnerable to the failings.

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 Funds & Grants: Funding for smart city projects follows a number of very different paths, with different challenges involved. Many of the new cities are funded by central government as part of a national strategy to support urbanization and economic development. The global high-tech suppliers and the utility industry have also been investing in smart city developments. These seed funds are, however, limited and will not stretch to full-scale rollouts nor will they be available to the majority of cities. Longer-term smart cities will have to prove they are commercially and economically viable.  Governance Organization & Structures – Democracy and Direction: The smart city does not require or predicate any specific form of governance, but it does place new demands on whatever governance is in place. Moreover, the long-term success of the smart city program will rely on its adaptability to the changing demands of citizens, businesses, and political leadership.  Corporate must start thinking differently about how we design, deliver and manage services across the interconnected service chain. They need to move from “Silos” to “Service” concept.  Marketing and strategy professionals at technology and service provider firms need to consider the city ecosystem as a whole and determine how to revamp their go-to-market strategies to address it:  Systemic approach to analysis of services performance is reliant on real-time data collection, analytics and communications.  The thought process at various levels should be to Think Globally via Frameworks, Act Locally via Customization  All the important pillars of Governance, Planning, Financing and Execution to be handled with utmost diligence, which will eventually lead to an ultimate fulfillment of Development, Maintenance and Operations of Smart City on-going and future Projects. Leader can influence change – Managers implement the change but lack the skill to change direction. Given that SMART City model is not yet a proven model, it is imperative for various stakeholders mentioned in the article to work in a coherent approach. Leaders (/ Managers) have to endeavor to become trusted advisers in their domain in meeting the common objectives. Managers need to move up the value chain as Leaders who can influence a change in direction to meet the objectives based on the intellect in this area. They need to share their viewpoints based on the deep insights into the issues and challenges and their thought leadership point of view should act as the differentiating factor, establishing them as the ‘go to’ expert in the field and positioned as trusted advisors. Thought Leadership in every aspect of Project Management principles, starting from conceptualization to realization of benefits would be the “key” in a “SMART” City initiative About Author

Vikas Dua, PMP® Delivery Head Service Assurance & Asset Management IBM, INDIA

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Vikas, Senior Management Executive with more than 18 years of experience in establishing organizational units, strategic consulting, account management and execution of multiple transformation programs at domestic & global level across Telecom, Financial Services, Manufacturing & Trading, and Government Sectors. Currently he is heading the delivery of Service Assurance & Asset Management across Industry verticals, which deals in "Smarter Solutions" delivery as one of its focus area in IBM India. Vikas holds B.E. (Hons) Degree in Computer Science & Engg with interest areas as reading and adventure trips.

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Marriage Ceremony managed by Project Management Professional By – Prashant Malhotra PMP® Arranged marriages have been dominating in India from ages. Love marriages are on the rise, however in INDIA once two families agree; love marriages are also organized similar to arranged ones. Entire marriage ceremony as per INDIAN tradition is similar to a project which has a definite start and end date. It’s really interesting to correlate entire ceremony in terms of project management knowledge areas and present it to professionals. An interesting case where Groom and his father being Project Management professionals, looked this entire marriage ceremony in terms of Project Management life cycle. Names and references used are all fictitious and not referring to anyone. Ramesh belongs to a well to do family from Uttar Pradesh and his family believes in traditional upbringing. His father Mr. Suresh Kumar, a well known name in the society started circulating the news about looking for bride in his family circle, news papers, local dailies etc. They were flooded with proposals from different sources. Ramesh’s father was the project sponsor. He also had to play a role of project manager willing to have everything perfect, right from making the perfect match till the completion of marriage successfully meeting all the milestones. This led to Mr. Suresh planning the entire game plan as a project from initiation till closure. Ramesh & his father were special friends too; so Ramesh being one of the key stakeholders of the project requested some constraints in selection of the girl which Mr. Suresh gladly agreed. The constraints were –  It should have a minimum match of 23 out of 36 points /stars / nakshatras  Photograph of each other shall be shared to both parties before scheduling a family meeting. Mr. Suresh shortlisted around twenty proposals out of hundreds for which he would schedule a meeting between families so that and further filtering could be done. Mr. Suresh arranged the meetings in such a manner that they could meet all twenty families in two weekends, a tough milestone to achieve. As a good Project Manager, to utilize the meeting time effectively and efficiently, he prepared the agenda with following constraints –  Five meetings per day and no meeting would last more than two hours.  Between every two meetings, there would be a thirty minutes gap. This gap could either cover slippage due to past meeting taking more than the required time OR break for family members to relax, discuss & prepare for the next meeting. This would also help Mr. Suresh to make minutes of meeting for later references.  Meeting place would be a central location such as a restaurant or a coffee shop in a mall. This would help in creating an informal environment. One of the implicit requirements of having meetings in such a place was that all five meetings could be conducted in the same mall at different restaurants / coffee shops; thereby saving travel time and cost.  Every meeting would be divided into two parts of one hour each. First hour would be for family interaction along with boy & girl. Second hour would be for the boy & girl to talk separately, whereas family members still continuing their discussion. Ramesh & his mother were totally amused to see such a plan as nobody in their circle of knowledge had done that before and were more of keen participants to see the outcome of such an exercise. As the next weekend approached, all were excited to start off the first phase of the project.

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Out of the three, Mr. Suresh also being the Project Manager handled all the communication between the stake holders such as Ramesh & his mom on this side and girl’s family on the other side. So, before the meeting; Mr. Suresh used to brainstorm Ramesh & his mother about the girl, her family & other details of whom they were about to meet. The meetings took off and excitement started fizzling out of Ramesh & his mother as the second weekend approached. It was an exhaustive exercise as meeting different people, judging about each-other’s compatibility in such a short meeting of 1-2 hour was quite a challenge keeping family backgrounds alignment in mind. Finally, as agreed between the three, five families were shortlisted for the next round. So, it was decided to let the children (boy & girl) to have one on one meeting without parents. This would help them to understand each other more and have more open discussions without formalities. But surprisingly before the second round of meetings kicked off (after a gap of 1-2 weeks from the first round), two out of five had already moved ahead in selecting some other boy. This shows of better risk management at other side too. Now, Ramesh was left with three proposals to move forward and this meeting would decide who’s going to be his life partner. All the excitement, that was there before the first round of meetings had now turned into responsibility & seriousness. It was not about his or her liking alone but he needs to put himself in the girl’s shoes to take a decision whether she would be able to accept the change in her life based on the different family values, traditions, culture. As an experienced project manager you have to learn and keep yourself in the shoes of a team member to understand the actual problems in the project. He needs to think on the lines, whether both families would actually unite or would have differences that may impact their married life. So many ifs and buts suddenly transformed a carefree, easy going bachelor into a responsible adult. Ramesh used Decision Tree analysis with inputs like girl’s education, family’s background, values & environment. Finally Ramesh and Sunita (name changed) selected each other as their life partners and the project now move ahead to next phase i.e. execution phase. One good thing about arranged marriage is that families decide majority of the things instead of Bride and Groom themselves. Now, both the Project Managers (father of girl & boy) stepped forward to decide milestones such as number of events, dates & venues of ceremonies. Checklists were being prepared for number of people to invite per event, gifts for the invitees and so on. To reach a milestone (a ceremonial event), work breakdown structure was created defining tasks & activities. Teams & Resources were deployed to the handle tasks. Failover plans were made covering every type of known risk such as time, resource (thing / place / human) non availability such as “Band-Baaja, Ghori”, booking of required farm houses, banquet hall in hotels etc. Reviews, walkovers were planned & executed as things progressed on critical path tasks where subcontractors were involved such as designing & printing of wedding card, designer who would decorate the place as per the theme of the event, variety in food items, type of music (DJ versus soft rock live band) and so on. Some of the other sub tasks were house renovation & decoration, especially the room of newlywed couple, deciding & making reservation of place & travel for honeymoon, selection & buying of gifts for families & close relatives to be exchanged. Sunita’s family had another task apart from common ones, was to decide the list of gifts that they would be sending over along with her daughter. Living in Uttar Pradesh, this tradition of getting approval for the list of gifts (to exact specifications) was very much necessary and also they need to be very flexible in adjustments done to this list from boy’s family. The list was finalized & frozen after couple of meetings on the date of deliverables which were aligned with date of ceremonies. The couple (Sunita & Ramesh) though being well educated were against these gift process but couldn’t really do much as these constraints are fixed and have been in marriages since generations. The only part in which they were successful was getting their fathers agree to the timing of gifts and as per needs. This way they could buy in time, and later on decide as what is necessary and what is not such that their pool of money can be invested in right place instead of building a junk yard of gift items which are of no use but merely satisfying the pride & respect of families.

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As the execution phase started, everything started falling in place as designed and per expectations. But, the project doesn’t get the right definition unless it hits the risk category “Unknown – Unknowns” wherein the human decision matters over the process to move forward. The real challenge comes when it is ethics & moral versus choosing the easy way out. One such challenge came up, when the farm house that was selected for marriage was declared illegal by Municipal Corporation and would be demolished just a month before marriage. The easy way out would have been to get a stay order from the court until marriage by using Mr. Suresh’s powerful friends & acquaintances but both the Project Mangers decided to take the ethical means by changing the place of event despite off cards already published & news circulated. This meant, rework on wedding cards, designers & decorators of events and gear up the new location to an extent which could suit their status. The deadline (marriage date) couldn’t be shifted, so it was decided to ramp up effort hours to cover for, on this unforeseen risk. After, couple of weeks struggle and the entire team pitching in extra effort took the project back on track and milestones of ring ceremony, “shagun & chuni charai” etc were met right on time. For marriage, couples of adjustments were made, considering the traffic chaos during marriage periods which were fairly accepted by all stake holders. The day of marriage finally arrived with pomp & show, and Ramesh & Sunita after the exhaustive round of final rituals which lasts for few hours entered a new phase of life taking everyone’s blessing along. Both the families (stakeholders) along with Project Managers (fathers) congratulated each other on their successful completion of the project with right deliverables on right time. The sign-off was done by the PanditJi who gave a green signal to Sunita to depart with Ramesh after all ceremonies were accomplished beautifully.

How do I use PDCA to ensure 7 encirclements going to be completed successfully around the sacred fire…?

© Piyush Govil PMP®

Once Bride reaches Grooms home, brides welcome ceremonies at Groom’s house are performed before the closure of the project ‘Marriage’. After Ramesh and Sunita left for honey moon, Mr. Suresh as a responsible Project Manager building a good relationship shared the lessons learnt during all the phases of marriage with Bride’s father, with the promise of maintaining a healthy relationship between two families and wished to have a Happy Married Life of Ramesh and Sunita. This is an end of one Project with the wish for next project in life and so on. Happy Reading! About Author

Prashant Malhotra, Project Manager Aspire Systems

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Prashant has 12+ yrs of work experience in IT, having cross functional experience in domain of CRM & CEM, HR (401K), and Consultancy &Membership lifecycle. In addition to an MBA from IIM Kozhikode in Finance & Operations, he is an MCA; and currently working as a Project Manager delivering end to end solutions. Building self propelled effective & efficient teams is one of his mottos of life.

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Quiz By – Abhijit Bharat Kumar

First

3

correct entries will win a prize

Case The year is approximately 3000 B.C. You have recently been appointed as project manager to erect the greatest structure ever created in the ancient world- The Giza Pyramids. The project charter has been drafted and your uncle, the Pharaoh, has ordained that the project should be completed before his death, which should be around 20 years. While smaller pyramids have been built before, no one has had any prior experience in executing projects of this scale and the best minds available estimate project completion at 30 years. And even though you have the resources of the greatest existing empire at your disposal, the challenges you face are complex and time-bound. 1. At end of project initiation stage, what would be your top-most priority as Project Manager? a) Fast tracking and crashing schedules with a time-cost trade-off to ensure project completion b) Prototyping or applying Design Thinking to reduce project ambiguity and minimizing risk c) Creating a budget to present to the Pharaoh d) Praying to the Gods.

2. During Project Execution, one of your engineers has just created an innovative solution to the problem of lifting stones weighing around 2.5 tons by means of an internal ramp. Which modern Project Management process would you be applying now to assess this solution? a) b) c) d)

Monitor and Control Process Work Performing Integrated Change Control Monitor and Control Risks Manage Stakeholder Expectations

3. Since the Pyramids were built close to the river Nile, part of the project site risked flooding annually. However this was also an advantage as it provided an opportunity for transportation of more material by using heavier ships. Which modern risk planning strategy would you be using if you were to take this into account? a) Transfer risk b) Exploit risk c) Enhance risk d) Accept risk

4. One of the most widely accepted theories is that the work-force consisted of skilled labourers, into a hierarchy, consisting of two gangs of 100,000 men, divided into five zaa or phyle of 20,000 men each, which may have been further divided according to the skills of the workers. Which modern organization type does this most resemble? a) b) c) d)

Functional Organization Weak Matrix Organization Strong Matrix Organization Projectized Organization

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5. For the Pharaoh’s burial chamber, granite was brought from the quarries of Aswan, a site which is 800 kilometers away from project site. The most likely estimate for time of this activity was 10 years, while pessimistic and optimistic estimates were calculated at 6 and 14 years respectively. What would be the expected time duration as per PERT analysis? a) b) c) d)

9 years 9 years and 6 months 13 years 10 years

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Why You Need To Practice with A PMP Exam Simulator By – Cornelius Fichtner PMP® You have studied the PMBOK® Guide; you have read numerous additional study materials; you believe you have a good handle on project management theories and the application of those theories; and you feel as if you are ready to take the Project Management Professional (PMP)® exam. There is just one thing that keeps lingering in the back of your mind…the PMP Exam consists of 200 multiple choice questions that must be answered in 4 hours. How is someone to prepare for answering 200 multiple choice questions in just four hours? That equates to just over one minute of allotted time per question. This can be an intimidating to even the best test takers. There are many free PMP Exam Questions in the market, and free can be good for some time, but in the long run you do get what you pay for. Some of the risks of taking free exams are the exam questions may not have been reviewed for accuracy by an expert on the exam, or it may not accurately represent the exam taking experience you will face for the PMP Exam. A single webpage with a list of sample test questions does not accurately represent the actual PMP Exam testing environment. The PMP exam is a computer based exam with specific features and functions you will want to be comfortable with prior to taking the exam. You will need to be able to focus solely on the 200 multiple choice questions in order to complete the exam in the 4 hours allotted. Are you willing to risk your ability to pass the PMP Exam by using free exams that may have incorrect questions / answers and may not be formatted as the PMP Exam is? A PMP Exam Simulator offers the user the opportunity to experience a “real” exam environment prior to sitting for the exam. Some benefits of an exam simulator over just using free PMP Exam Questions are: 1. You will feel more comfortable with the user interface of the exam. You will go into the exam with an understanding of the look and feel of the exam. The exam will feel familiar which will be one less thing to worry about when you are taking the PMP exam. 2. You will be calmer because you have done this so many times before. You will be accustomed to how the exams features and functions which will let you focus more on the questions than trying to understand the format of the exam. 3. You will know how to pace yourself and be able to answer 200 questions in 4 hours. After using the simulator you will have an understanding as to the pace in which you need to respond to questions in order to answer all 200 in 4 hours. Being able to answer all questions will increase the probability of you passing the exam. 4. You will be able to identify areas of strength and weakness. Following each exam you will be able to identify the areas in which you need to spend some additional time studying for and the areas in which you excel. 5. You will have the ability to take the exams on your schedule. Using a PMP Exam Simulator allows you to take practice exams at times that fit your schedule...these can be taken any time you have access to a computer with internet and 4 hours available. 6. You will become more and more confident with every sample exam you take. As you become increasingly successful in taking the practice exams you will feel progressively confident in your capability to pass the PMP Exam.

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Investing in using a PMP Exam Simulator with professionally developed PMP Question will provide you with a genuine exam experience; allow you to become accustomed to the exam interface; provide you with a sense of calm due to familiarity with the test environment; prepare you to answer 200 multiple choice questions in 4 hours; assist you in identifying areas which may need additional preparation; affords you the ability to take practice exams on your schedule; and provide you with confidence in your ability to pass the PMP Exam. As you may suspect there are many PMP Exam Simulators on the market, and not all are created equal, so you need to make sure you compare prior to making any purchase. To help you make a qualified decision on the best simulator to buy for you we have created a PMP Exam Simulator Selection Worksheet that that can be downloaded from www.pm-exam-simulator.com/select. This worksheet has been designed to help simplify the selection of the best PMP Exam Simulator for you. How someone to prepare for 200 multiple choice questions that too must be answered in four hours…that is just over one minute per question. This can be intimidating to even the best test takers. PMP Exam Simulators offer the user the opportunity to fully prepare for and experience a “real” exam environment prior to sitting for the exam.

About Author

Cornelius Fichtner, PMP is a noted PMP expert. He has helped over 17,000 students prepare for the PMP exam with The Project Management PrepCast and offers one of the best PMP exam simulators on the market. Cornelius Fichtner PMP® PMP expert

Upcoming Events: “4” PDUs 25th March

12th – 14th April

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Chapter Networking / Knowledge Sharing Event at Jaipur, Rajasthan Rajasthan Chamber of Commerce & Industry Sukhadia Bhawan, M.I. Road, Jaipur

PMI Agile Certification Training Workshop

“21” PDUs

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Past Events:

Project Management - Infrastructure & Information Technology 8th February’2012- ESIC-National Training Academy, Dwarka

“9” PDUs

On 8th Feb’2012 One full day event ”Project Management – Infrastructure and Information Technology” in collaboration with ESIC (Employee State Insurance Corporation) with two parallel tracks was highly enjoyed by participants. ESIC management was highly cooperative and without which success could not have been achieved. Event started event with the lighting of the lamp and inaugural address by ESIC Director General Dr. C. S. Kedar I.A.S. followed by welcome address by Mr. M. K. Arya, Joint Director, ESIC National Training Academy. North India Chapter President Mr. Manoj Gupta gave the chapter and event introduction with complete full day Agenda. Event observed approximately 150 participants comprising of chapter members and non-members. Mr. Jose Cherian, Commissioner National Training Academy ESIC, delivered keynote speech. Mr. Maninder Bharadwaj, Director Enterprise Risk Services, Deloitte, shared presentation on Effective Risk Management. The main take away from his presentation was “Why do organizations need Risk Management” and he shared Risk Management Maturity Model and major touch points in his presentation was Enterprise risk management alignment. Information Technology Track observed the presentation by Managing IT Projects in GOI- RK Gupta, Retd Dy. Director General, National Informatic Center Advisor Government Projects and Analytics and - Suchitra Singh AVP – PMO presented Managing PMO’s, she shared the common issues and challenges within a PMO. She introduces with the P3O concept and its model. Participants were delighted to know P3O functions and Services. Additional Commissioner (Systems) Mr.S.K. Garg presented IT projects in ESIC , he shared best practices followed by ESIC in effectively managing the IT Projects. Infrastructure Track which was running parallel to the IT track observed the presentation by J Sarup on FIDIC Contracts; he introduces about various aspects of FIDIC contracts, its advantages in the construction industry and shared some of his unique experiences of his career span. Other presentation in the construction track was done Dr. Vanita Ahuja, Assistant Professor, School of Architecture and Built Environment Gautam Budha University, Greater Noida and Shri P R Das presented about the ESIC projects, how they are managed at National level. One of the major attractions of the Event is the presentation given by Prof. Mukul G Asher, professor of public policy, National University of Singapore on Public-Private Partnerships: Analytical Concepts and International experiences.

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Project Management and Agile: Evolution of Agile within PM Community 15th Feb, United Health Group

Agile Event on 15th Feb’2012, under the title of” Project Management and Agile: Evolution of Agile within PM Community” was held in collaboration with “United Health Group” at their Gurgoan Premises. Mr Manoj Gupta, chapter president, started event with the Chapter introduction speech and presentation.

“3” PDUs

Ms Priya Sethuraman and Mr Rory Mcrolee, PMI officials presented PM and Agile: Evolution of Agile within PM Community Details about PMI products and Certifications. Participants highly appreciated the presentation as they were able to learn many new offerings by PMI on Agile and its certification. Mr Pradeep Gupta, a UHG official presented the case study on challenges in transition from waterfall to Agile. He shared views on People, Process and Tool Challenges during the transition. He ended his presentation with measuring the Agile success. Mr. Siddharth Prabudas another UHG official presented case study on Lean Agile Methodology, he shared his views on challenges and Key principles of Lean Agile.

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Launch of PMI India - Champion Program in North India PMI Champions program was launched with the objective of Advocacy of project management in INDIA through regional PMI Chapters. PMI India has selected PMI members who have passion for volunteering and successful practicing project management professionals across the industries. PMI India launched the Champions program in North INDIA on 25th Janurary’2012

New PMI India Champions (sitting row): Chetan Mathur, Abhishek Mittal, Shalini Bhargava, Kumar Saurabh

Answers to quiz – SYNERGY 3rd Edition - http://www.pminorthindia.org/Synergy/Issue03/ 1.c , 2.c , 3.b, 4.d, 5.a, 6.a, 7.a , 8.b , 9.a , 10.d

No winner for third edition

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Editorial Team

Piyush Govil

Felix George

Manoj Gupta

G Ravi

Kumar Saurabh

Pooja Kapoor

Abhijit B Kumar Hemant Seigell

Nirmallya Kar

Nitin M Singh Prashant Malhotra

Jitin Bindlish

Editorial Team welcomes Articles, Case Studies, White Papers, etc. for their ongoing endeavor. We always welcome suggestions or ideas for improvement. Kindly submit at piyush.govil@pminorthindia.org

pminicmag@pminorthindia.org

PMI North India Chapter http://www.pminorthindia.org pminicmag@pminorthindia.org Save us to maintain ecological balance

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Synergy Issue 04  

Fourth Quarterly Issue of PMI North India Chaper newsletter

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