Volume - 3 - Issue 10 January 20161 January 2016, private cars can only be driven on an even or odd...

Thanks and Best Wishes

Soumen De, PMP

[email protected]

Editor’s NoteEditor’s NoteDear Friends,

Greetings from PMI Bangalore India Chapter!

On behalf of the entire PM Essence Editorial Team, I wish you all a Very Happy New

Year 2016. During last year 2015, we started a trend of picking any one recent

headline grabbing news item and distill out the Project Management learnings from it.

In line with that trend let me take up the recent announcement by the Delhi Chief Minister, where from

1 January 2016, private cars can only be driven on an even or odd day, depending on its number

plates. First it'll be done on a trial basis for a fortnight, then Government would take further decisions.

What is the rationale? Delhi's air quality levels has become one of the worst in the world. The Delhi

pollution level (esp. PM 2.5 count) has reached alarming levels, hence the government felt drastic

situations needs drastic solutions. In the past, 15 odd cities (mostly capitals) with serious air pollution

issues, have tried the odd–even traffic rationing based on number plates. As Project Manager (PM),

we know same solution may not produce similar results if the context changes. What is the context for

Delhi? This policy exempts the commercial vehicles, two wheelers and private cars driven by ladies.

There are nearly 90 lakh registered vehicles in Delhi and 1500 new vehicles are added every day. Delhi

has 5,936 traffic cops, out of which 30 % are deployed on VIP duties. According to environmentalists,

bikes and scooters emit nearly 32 % of air pollutants generated by the transport sector in Delhi,

diesel-run trucks causes nearly 28% of vehicular pollution, whereas private cars (the solution set)

contributes to 22%. The other PM question that comes to my mind is how to measure if the pilot has

been successfully implemented? Would it be X % compliance, but how do you measure compliance? If

it is measured as % of people using wrong cars, do we have adequate traffic cops or traffic cameras?

How do we measure reduction in pollution level, to study the impact of the pilot? How do we measure

the inconvenience to one of the stakeholders- Delhi citizens? Can the citizen take wrong car or get

guaranteed public transportation during emergency situation? As there will be added pressure on

public transport, have we ensured the public transportation have adequate inbuilt capacity or have

easy access especially for the last mile connect. Is our goal to reduce pollution or reduce congestion?

As PM, we need to appreciate the fact that the stated strategy (vehicles plying on alternate days) may

not be necessarily be same as real strategy which the citizens will actually do. It is one thing to come

up with a new goal or strategy, it is quite another to actually turn that goal into action, to break it down

into new behaviors and activities at all levels, including the front line. We also know if we try to achieve

goals (drastic pollution reduction) we have never achieved before, we need to start doing things you

have never done before. Did we do enough ground work (public infrastructure, monitoring system,

stakeholder's expectation management etc.) to ensure this pilot project will achieve desired goals.

We will soon have a verdict if this pilot succeeded or failed. This will also allow us to see if the

Government used a sword when they should have used a scalpel to perform the surgery which they

never did before.

Happy Reading.

st

Chapter News

Editorial Board

Volume - 3 - Issue 10 January 2016

- Capt. L. N. Prasad

Chapter News

- Capt. L. N. Prasad

Leading in a Virtual Team

- Praveen Jangira

5 Steps to write a Data-

driven Marketing Plan?

- Shiv M Kumar

3 Reasons to Invest in

Project Prioritization

- Stuart Easton

Get Rid of Annual

Performance Review

- R. Ramesh Kannan

Be Digital or Be Extinct

- Nimai Majumdar

The Lighter Side of PM

- Rajiv

DID YOU KNOW?

Co

nte

nts

Murali Santhanam, PMP

Namita Gupta, PMP, PMI-ACP

Rama K, PMP, PMI-ACP

Shikha Vaidh, PMP, PMI-ACP

Soumen De, PMP

Sujata Sahu, PMPQ. This is a model used by

leaders to specify behaviors

which are the best for their

employees in their working

environment and that motivates

the employees for achieving

organization goals.

PM Footprints: In the month of

December 2015, two PM Footprints

sessions were held.

rdOn 3 December 2015, Ms. Shikha,

Project Manager, IBM Pvt. Ltd., spoke on

the topic "Lessons Learnt as a Project

Manager”. The speaker spoke about her

personal experience as PM and also the

difficulties faced

by her in spite of

the established

procedures. The

talk was well

received by the

members present

at the session.

Continued on Page 8...

Leading in a Virtual Team

2 Page


PM Article Leading in a Virtual TeamThere was a research conducted by Karen

Sobel Lojeski and Richard Reilly with

virtual team. They began with the notion

that geographic separation created

emotional distance between coworkers.

However, they quickly realized that

geographic separation was only one and

not even the most important element in

creating a sense of distance. They coined

the term “virtual distance” to refer to the

psychological distance that results when

people interact mainly through electronic

media – no matter where those

communications originate from or end.

You can refer to Microsoft Executive

Leadership series, “Uniting the Virtual

Workforce” introduces the concept of

virtual distance. It goes a step further

and offers proven methods for measuring

the costs and guidance on managing

them.

Lojeski and Reilly crated this model to

help manager 'map' the virtual distances

on their teams.

Physical distance is the aspect that

most people associate with virtually.

These factors are based on both space

and time.

Geographic distance: Distance that

can be measured. It could be tricky

because we cannot read body

language.

Time distance: Separation caused by

time zone differences, it affects and

can upset people's normal body clock

and can have negative impact on

performance and innovation.

Organizational distance: Sense of

separation brought on by differences

•

•

•

in organizational reporting structures,

practices these days to work across

organizational boundaries, creates us

vs. them (Global vs Regional), same

business groups in different regions.

The virtual distance estimation tool given

in the figure below can be used for

mapping the physical distance.

Affinity distance is what develops when

we don't establish the kinds of personal

relationships that satisfy our social needs.

In business relationships, it’s affinity that

holds teams together despite location,

nationality or organizational affiliation.

When people can't attach themselves to

one another, then work suffers. According

to Lojeski and Reilly, when managers tell

us they have trouble motivating those

whom they don't see it's because there's

no affinity in the group.

Cultural distance: Different work

values cause problems through

something as simple as differences in

communication styles

Social Distance: Develops when

people hold a range of different social

positions or status

Relationship distance: The extent to

which you and other lack relationship

connections from past work initiatives

Interdependence distance: The

psychology behind team member's

commitment to one another or lack

thereof and the sense of inclusion

Like Physical distance, Affinity distance

has a virtual distance estimation tool for

mapping your affinity distance as given

the figure.

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“Coming together is a beginning; keeping

together is a process; working together is

a success” - Henry Ford

Being the Project Manager of a virtual

team can be very challenging. The normal

rules for teams who are co-located does

not apply to the virtual teams - it's a

completely different ball game. The

technology is changing every day and

with the advancement in technology, it

has become very easy to organize, meet

and manage the teams. However, remote

management or leading a virtual team

has its own advantages and challenges.

Leading in a virtual environment is a

challenging endeavor but if one can

master it, it could results in:

Improved on time/on budget

performance

Improved innovation

Higher job satisfaction

Trust, role clarity

The competitive edge in today's world

resides in what we have in our brains and

how we exchange, rework, distribute and

absorb what is there. Therefore, it is

critical to map the virtual distance within

your team to identify the impact and

apply management strategies to mitigate

virtual distance, there by enhancing

effectiveness. Why you should do that?

Engaged teams mean elevated team

performance leading to improved

business results. One of the biggest

problems is that the companies usually

treat their virtual teams in the same

manner as they treat teams who are co-

located. As managers and leaders, we

need to understand that there are

different rules of the games and different

practices for virtual teams.

Most people think of distance as a

geographic separation. However

geographic separation is only a part of

the distance equation. Distance can refer

to separation in time, separation between

two points or separation in emotions.

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•

•

•

What is Virtual Distance

Improved

- Praveen Jangira, PMP, CSM


Affinitydistance

Physicaldistance

Operationaldistance

Virtualdistance

5 Steps to write aData-driven Marketing Plan?


PM Article 5 Steps to write aData-driven Marketing Plan?

- Shiv M Kumar

As marketers or business people, if you

think marketing plans to be data-driven, I

encourage you to read this article. We will

discuss 5 simple steps to write a data-

driven marketing plan and provide a

template to write one.

Step1: Assemble your Data (The facts

to drive your plan)

It is a quick one, if you follow a

structured approach as below:

If you do not have historic data, consider

taking industry leader or contender's

data, by performing a competitor

analysis.

Step 2: Tell your Story and Align (Get

your stakeholders' support)

Get your storyline straight and simple.

A lot has been written on marketing

storytelling for external audience. Your

internal stakeholders are critical audience

too, as they need to

Understand your plan and

Collaborate effectively

Understand the business priorities of your

team members and weave your story

tightly aligned.

Use of relevant quotes, images and

illustrations will help narrating your story.

Step 3: Make your choices (The data-

driven recommendations)

The data assembled will give you key

insights to make your choices. Which

campaign to continue, the products to

focus on, the must-attend events, the

most lucrative buyer persona and the

new channels to be present are few

critical questions to ask.

A simple table as above may help to

narrate your reasons for

recommendations.

Step 4: Decide your metrics (The

ROMI framework)

A recent survey confirms, about 80% of

businesses measure leads generated by

marketing campaigns, while 63% prefer

to link it all the way to revenues.

•

•

Data-driven marketing is becoming the

de facto standard; with over 74% of

marketers expect to increase budgets on

data marketing. This statistic pops few

critical questions to me as a marketer:

(a) If our marketing plans are data-

driven?

(b) How to write one?

A deeper read of analyst reports reveals

the areas where data-driven marketing is

currently in practice. Data is used to

arrive at new product strategy, special

offer creation & targeting and to track

customer support experience. Data usage

to devise yearly marketing plans and

budgets are yet to catch up. Augentia

consultants reviewed many marketing

plans and found they fall in one of the

following two methods:

A rehash of past year's plan &

budgets by simply asking for a %

increase or

As a thumb-rule, marketing budgets

are taken as a % of overall revenue,

and the marketing plans are

accommodated within it. It is also

referred to as Marketing Budget Ratio

(MBR). Many analyst reports, such as

the recent CMO survey 2016

budgets++, feeds to this thumb rule

by stating the average marketing

spend %.

Both these methods are not backed by

marketing and sales data or learning from

past experiences.

Instead, a data-driven marketing plan

focuses on past year's performance,

market opportunities to tap, dropping

non-performing campaigns of yester-

years while adding new / improved ones

and demonstrate how per $ marketing

investments multiplies into x$ of revenue,

with a written on markeing (ROMI)

framework.

•

•


3 Reasons to Invest in Project Prioritization

4 Page


PM Article 3 Reasons to Invest in Project Prioritization- Stuart Easton

will ensure that only well-aligned projects

are approved and that any projects that

become obsolete will be caught early.

Projects that are aligned with strategy

are more likely to succeed. Thus, an

investment in better project prioritization

helps you improve project execution by:

Project team commitment.

Transparent, value-based prioritization

means that project team understand why

their projects are important. This builds

trust in the portfolio and individuals

commit more fully to completing projects,

as highlighted by research from Stanford

University.

Executive sponsorship. When every

project is tightly aligned with specific

strategic goals or operational targets, it

helps maintain the executive sponsorship

that can make-or-break a project.

Resources allocation. Having a clearly

prioritized list of projects means that

resources can be more effectively

allocated during implementation.

In-project decisions. Project teams are

able to make better decisions when they

have clear goals and priorities for each

project.

A good prioritization process will help you

use your time more effectively. Examples

of how the process can reduce the effort

involved in prioritization include:

Executive time savings. Executives set

priorities and make the final portfolio

2. Helping project teams with

execution

3. Making organization more efficient

decision but they don't need to go

through the details of every project. This

leg-work can be done by subject matter

experts whose input is summarized and

quantified to help executives make the

final decision. In fact, endless hours can

be wasted when executives invest time in

advocating specific projects and arguing

around in circles. A good prioritization

process will all-but eliminate these

contentious executive team discussions.

Less travels. Not only do you spend less

time in meetings (a real-world saving!)

but also, with right collaborative tools,

you can eliminate travel. Our

TransparentChoice online meetings with

web-based real-voting, for example, can

speed up meetings, enhance mutual

understanding and communication, all

without the need for costly travel.

Reduced politics around portfolio

selection. A more structured process

moves your project selection from a

heated debate to a rational, quantitative

assessment. This reduces both the time

and emotional stress involved in the

process. It means you can focus on

detailed research into the projects

themselves rather than spending time

being a political football.

Lessons learned. By tracking the

success of projects over time, the

organization can build a picture of which

factors really make an impact. This

learning is captured in the form of explicit

priorities that help managers nominate

and select projects that are more likely to

succeed. In other words, a formal process

lets you measure outcomes and then

adjust the process. This is all-but

impossible for a less formal process

because there is, in essence, no process

to be improved.

Saving the frog

Hopefully, you'll now be inspired to make

a change, to get the frog out of the pot of

water. There are many ways to start, but

often the best way is to get smart.

Whatever you do, start it today.

Organizations that invest in strategic

prioritization deliver 40% more value.

This seems like reason enough to invest

in improving the project prioritization

process, yet many organizations don't

realize that their current process is

broken; it's evolved over time, it worked

last year...

But this is like the proverbial frog in a pan

of water. The environment is changing

around us all the time and we need to

have a well-structured process for

recognizing and reacting to the change.

Well, to come back to the frog analogy,

you get boiled but don't notice until it's

too late.

So in this article, we'll look at some of the

benefits organizations get from changing

the way they prioritize in the hope that it

will motivate at least some of you to hop

on out of the pot.

This is kind of obvious but if you improve

your project prioritization process and

select a portfolio that better reflects your

goals and priorities you get benefits in

the following areas:

Increased project success rate.

Projects that are well aligned with

strategy are 54% more likely to succeed.

Good prioritization ensures your projects

are aligned and that fewer fail.

Higher return on investment. Projects

that are better aligned with corporate

goals will naturally deliver more value.

Align the whole portfolio and you're

looking at a significant leap in RoI.

Better quality of project requests.

When your managers understand the

strategic goals, they align their initiatives

with those goals. They are able to

brainstorm ways of addressing key issues

rather than reacting to "local problems" -

ultimately, this leads to better quality

projects being requested.

Eliminate obsolete projects. A

structured project prioritization process

1. Selecting projects that deliver the

most value

Get Rid of Annual Performance Review


A. The Path-Goal model is a theory based on specifying a leader's style or

behavior that best fits the employee and work environment in order to

achieve a goal. The goal is to increase your employees' motivation,

empowerment, and satisfaction so they become productive members of the

organization. Path-Goal is based on Vroom's (1964) expectancy theory in

which an individual will act in a certain way based on the expectation that the

act will be followed by a given outcome and on the attractiveness of that

outcome to the individual. The path-goal theory was first introduced by

Martin Evans (1970) and then further developed by House (1971). The path-

goal theory can best be thought of as a process in which leaders select

specific behaviors that are best suited to the employees' needs and the

working environment so that they may best guide the employees through

their path in the obtainment of their daily work activities (goals).

[Source - Internet]

Check the norms followed by your organization and by the

industry and pick the appropriate metrics and key

performance indicators (KPI). These metrics should showcase

the 'marketing impact' on business goals. Aligning the

marketing efforts to the organizational objectives and

demonstrating the contribution is key. ROMI framework is

very effective and setting it for your business is a critical

step.

Step 5: Pick a Data-driven Marketing Plan Template

(Get a quick one)

A simple Google search shows over 231,000 results for a

'Marketing plan template'. A similar search for 'data-driven

marketing plan template' shows only four links (out of which

one is for a training and three are ads).

5 Steps to write a ... continued from Page 3

PM Article Get Rid of Annual Performance Review- R. Ramesh Kannan

"Business is managed", hence it is an

integral part of business.

Demand-Supply situation: When the

job market picks up, all these populist,

re-inventing the wheel initiatives

surfaces. I wonder why such "So called

initiatives" were not taken during the

recent recession time.

Recommendation: Focus on the

problem statement "Ongoing real time

constructive feedback" and fix this

fundamental before any innovation.

2. Bell curve: Simply put, 10 runners

run a 100 M race and naturally you will

have 3 of them finishing at the 1 , 2

and 3 places. Do you give them gold,

silver, bronze medals? Or just because

the rest 7 of them lost those places by

nano-seconds, so you split the medals

equally to all of them? If you are a

manager and have a team of say 10

st nd

rd

members who do similar roles (If roles

are different then the yard stick would

vary), all of them are provided with

ongoing feedback and also everyone's

progress on the yardstick to made known

to every one objectively. They all know

why someone is in the top of the list,

reasons behind and they also know as to

what they should do to get there. They

look up to each other, learn from each

other and grow as a team. Bell curve is

accepted. But if there's no objectivity,

transparency, measurable criteria, it boils

down to sheer subjectivity and the so

called "HR Process" of bell curve is

blamed by most of the managers. Bell

curve is natural but you don't have to

force-fit just because you need to meet

some numbers rather have your team's

performance managed by the basics.

Problem statement: Lack of objective

measurements, transparency, real time

feedback

Recommendation: Unless you fix this,

no matter what curve we design or lack

of it, we would be busy in solving this

problem eternally. The problem is not

with the bell curve itself, but how it is

interpreted and executed. You may

choose to have a bell curve or not, but

have objectivity and transparency

prevailed along with real time ongoing

constructive feedback.

Moving away from the unpopular bell

curve and annual performance review is

the "In thing" and a popular one too.

Mostly because they have always been

misunderstood or not looked into in

detail.

What were the problem statements?

How removing them will help to solve the

problem?

What is the pay off?

Before we find answers to the above

questions, let us get back to the basics

1. Performance Reviews (Annual or

quarterly or bi-annual): It is called

"Review" because the prerequisite is

"Real time on going constructive

feedback”, which should be happening in

the organization. This is just an

opportunity to "Review" such

performance instances and jointly work

on "Development action". They are not

mutually exclusive.

Problem statement: The real time

ongoing constructive feedback isn't

happening. Many a times, managers don't

know what they don't know. They are

hesitant in providing feedback, lethargy,

lack of clarity over goals etc. Little or no

investment in "People management" facet

in managers. If

that results in

"Performance is

managed”,

Be Digital or Be Extinct

6 Page


Be Digital or Be Extinct- Nimai Majumdar

Can't ignore here my personal experience

around Oil & Gas industry. Already having

established Digital oil field; companies

(IOCs & NOCs) are going digital today,

not only to the downstream chain

business & connected stakeholders but

also in the integrated refinery value

chain.

Service providers of diverse industry are

collaborating today to provide the best fit

solution to the business & clients. HCL is

doing collaboration for providing best

digital experience one of the premier NOC

(National Oil Company). Retail &

Consumer businesses are integrated with

social media, where big data is already

present for deriving business insight.

Below are some interesting facts &

figures :

68 million 'variable smart devices'

sold in 2015

Apple sells around $34 million worth

of their products & services in 1 hour

(as per their last quarter result). That

is the worth of digital

AirBNB is valued at $ 10 billion

without owning a single room. Hayat

is valued at $ 8.5 billion. That is the

power of using digital platform &

technology.

3 billion people in the world use

internet today. Facebook has 1.4

billion members & 83% of them are

on mobile because of FB app on

mobile. Here is the power of

integration of mobile & digital.

Apollo guidance computer helped

Apollo 11 to land on the moon, had

only 2 MHz of processing power & 4

KB memory, with its weight of 70

pounds and cost of $ 150K.

•

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•

•

•

In the decade of 80's (my high school &

under-graduate period), even a digital

scientific calculator was a matter of fancy

& showcase. Other digital devices

(camera, recorder, etc.) were a symbol of

aristocracy for many of us.

Gone are the days when adopting digital

was a style or matter of fancy.

Today and the future exist on digital.

Adopting latest digital technology will be

the key for survival.

SMAC (Social, Mobile, Analytics & Cloud)

is not only a business buzzword today but

a driving force for every business,

corporate and socially connected entities.

Today, for most of us, every physical

activity (reading, listening, gym, etc.) is

having a digital footprint, connected to a

smart device (Mobile, Laptop, iPod).

Two significant technologies in the next

digital wave are IoT (Internet of Things)

and Big Data. Devices & equipment will

be talking to device, logic driven &

connected digitally, without any human

intervention. Smart phones are already a

live example.

PM Article

Share your Professional Achievements

with us!

•

•

•

PM Accomplishments is YOUR section for sharing the joy of

professional achievement with the rest of the community an

inspiration for others to follow. Please share details of your

achievement in not more than 50 words and send it along a high

resolution picture associated with the accomplishment with the

Chapter for publishing in PM Essence.

Certain rules apply:

The accomplishment must relate to project management

profession. Please do not send information on promotions, new

job, new role and other routine events The accomplishment

must be within the last 6 months The entries received will be

evaluated by the Chapter and selected accomplishment(s) will

be published in the Essence of the following month.

Please write to [email protected] and

share details of your accomplishments and steal the limelight.

Your Chance to Renew PMI Membership

Membership Announcement - Economic Exception Pilot

ended on 31 December 2015, we had few programs and

part of the campaign was to encourage members to be part

of the program and many of the members have availed

membership fee benefit ($65). There is still a chance for the

members whose membership expired post March 2015 and

not renewed their membership - they can still come back to

the program by renewing their PMI membership.

For more details please write to

or contact

Balakrishna Kasibatla

Vice President – Membership Services

st

[email protected]

mailto:[email protected]


Once we understand the mapping and identify the distance and

relationships that need the most attention, there are two

approaches we can take, short-term tactics or choose long term

strategies. Many of these tactics and strategies might be repetitive

in nature and you might have been doing or might have done.

While doing the mapping just think about areas where you need to

pay more attention and increase your efforts. Physical distance

creates the sense that others are far away which results in a sense

of isolation. While we cannot reduce or do away with physical

distance or time zones, however there are few practical tips that

can help reduce this sense of isolation;

Judicious use of face to face meetings and virtual classroom

Establish regular interactions or meetings to convey a sense of

reliability about when things are going to happen etc. Time

distance creates the sense of isolation and a sense that we are

not well connected. This way people will begin to experience

more closeness by anticipating work schedules that are

dependable.

Practicing precision in communication

o Listen actively

o Share contextual information

o Use bullets and outlining

o Spell things out

Virtual meetings provide an opportunity for managers to bring

their remote teams together

Addressing multitasking by being aware of when the team

members are overburdened and help them set boundaries and

priorities

As we think about leading in virtual environment in the affinity

component, we move to long-term strategies. Key strategy is to

combat perceived isolation by building and maintaining trust.

Isolation causes people to start getting anxious or alienated and to

mentally switch off or become resentful. Leaders need to encourage

conversations and share experiences. There are three important

factors that lead to the development of trusting relationships, they

are, ability, integrity and good will. These are actions that the

manager should take along with encouraging their employees.

Giving trust and getting trust. In order to reduce social distance,

highlight other people's accomplishments, recognize people's

contributions and recognize unsung heroes. Use scheduled project

meeting to showcase team members. Think back on the virtual

distance map that discussed short-term tactics and long term

strategies and understand where your opportunities are by

managing the virtual distance.

Virtual teams are a reality in almost all the organizations, more so

in IT organizations. With increased communication and the right

tools to aid in Project Management, virtual offices or teams can

increase efficiency and effectiveness. Project Management can be

the key to better task organization and communication, and can

keep those home based companies focused on the main objective –

increasing business success. It's time to stop thinking of virtual

teams as a special case, instead start developing strategies,

methodologies and competencies to deal with the challenges virtual

teams create.

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•

•

Operational distance is a sense that you are on a different

playing field than those you work with. It is made up of a mix

of troubles that plague us occasionally. It causes people to

mentally shut others out.

Communications: A sense of separation from other

resulting from less than meaningful interactions, for

example vague emails

Multitasking: When occupied with many and varied tasks,

we tend to feel far away from pretty much everything

Readiness distance: Feeling of detachment that grows

when technical support can't fix problems

Operational distance can be measured by the tool given in the

figure below.

Distribution asymmetry: A sense of being far away from

others either by virtue of isolation or too many people residing

in one place where there is a lot of power.

In the study conducted by Lojeski and Reilly on more than 300

different projects, some of the companies made a conscious

decision to co-locate all of its employees. While, as expected,

there was little virtual distance from physical factors. It was

also discovered that operational and affinity distance factors

created almost as much virtual distance as they found in

globally distributed teams. Virtual distance can have

significant impact on organizational performance and

individual job satisfaction. It contributes to lost revenues,

lower innovation and reputation damage.

Managers are like the air traffic controllers in terms of virtual

distance. It is important to know exactly where virtual

distance problems are. Mapping virtual distance provides a

way to see up close the effects on your team. By virtual

distance estimation tool for the physical, affinity and

operational distance you can do mapping of virtual distance.

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Leading in a Virtual Team ... continued from Page 2

8 Page


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PM Essence

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Technology Support : Sekar Parasuraman, PMP

Editorial Assistance : Smita Joshi Pant, PMP

The Lighter Side of PM

their employees. Employees varied from entry level (Graduate

Engineer trainees) to Senior Managers, Senior Engineers, and

Assistant Managers across various departments like Design,

Contracts, Civil, HES, Business Analyst, Plumbing, Fire Fighting and

Planning attended the

session. On 11 December

2015, the talk on the third

topic, Introduction to Project

Management Book of

Knowledge-PMBOK – Project

Management Institute's

Framework was done

through the Chapter by

Mr. Ravi Kanniganti. This talk was well received with around twenty

participants actively interacting with the speakers from the Chapter

to get first-hand view of the nuances of .

th

Project Management

thOn 17 December

2015, the PM Footprints

touched on the topic of

various changes that

have been brought in by

PMI towards Continuing

Certification

Requirements (CCR)

system and Economic

Exception Program. The participants appreciated the

presentation as both the above changes potentially affects

them during reporting of their PDU's and renewal of the PMI

membership.

Chapter joined hands with Karle Infra's

HR Department to provide external speakers from the Chapter

side for the training program on “Fundamentals of PM”. This

Corporate Connect:

comprises twelve half day sessions on Saturdays planned for

Chapter News ... continued from Page 1

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